Bridging the gap in competitiveness of Russian companies with intangible bricks

Shakina, Elena; Barajas, Angel; Molodchik, Mariya

doi:10.1108/mbe-03-2016-0017

Cited by 19 publications

(18 citation statements)

References 33 publications

(46 reference statements)

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“…There are a number of empirical Russian studies of internal and external competitiveness factors. Their authors used various techniques to assess the competitive positions of Russian manufacturing enterprises [Gurkov et al, 2005;HSE, 2008HSE, , 2014Shakina et al, 2017;Alimova, 2017;Golikova, Kuznetsov, 2017]. However, the impact the objective factors affecting SMEs' competitiveness make on SME managers' subjective assessment of the competitive pressure their companies experience remains poorly understood.…”

Section: Alexander Chepurenkomentioning

confidence: 99%

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2020

Foresight and STI Governance

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is an international interdisciplinary peer-reviewed openaccess journal. It publishes original research articles, offering new theoretical insights and practice-oriented knowledge in important areas of strategic planning and the creation of science, technology, and innovation (STI) policy, and it examines possible and alternative futures in all human endeavors in order to make such insights available to the right person at the right time to ensure the right decision. The journal acts as a scientific forum, contributing to the interaction between researchers, policy makers, and other actors involved in innovation processes. It encompasses all facets of STI policy and the creation of technological, managerial, product, and social innovations. Foresight and STI Governance welcomes works from scholars based in all parts of the world. Topics covered include: • Foresight methodologies and best practices; • Long-term socioeconomic priorities for strategic planning and policy making; • Innovative strategies at the national, regional, sectoral, and corporate levels; • The development of National Innovation Systems; • The exploration of the innovation lifecycle from idea to market; • Technological trends, breakthroughs, and grand challenges; • Technological change and its implications for economy, policy-making, and society; • Corporate innovation management; • Human capital in STI; and many others. The target audience of the journal comprises research scholars, university professors, postgraduates, policy-makers, business people, the expert community, undergraduates, and others who are interested in S&T and innovation analyses, foresight studies, and policy issues. Foresight and STI Governance is published quarterly and distributed worldwide. It is an open-access electronic journal and is available online for free via: https://foresight-journal.hse.ru/en/ The journal is included into the 1st quartile (Q1) of the Scopus Cite Score Rank in the fields: Economics, Econometrics and Finance (miscellaneous) Decision Sciences (miscellaneous)

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Section: Alexander Chepurenkomentioning

confidence: 99%

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2020

Foresight and STI Governance

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“…Not even all public companies have a corporate website or promote themselves on social media. According to Shakina et al (2017), Russian public companies are behind European rivals in website quality and in the level of site citation: the gap is negative and statistically significant. This can be explained by economy specificity: the majority of companies in Russia operate in industrial sectors rather than in retail or the IT industry, and therefore, they are quite conservative and oriented toward business-to-business relationships with trusted partners.…”

Section: Russian Business Contextmentioning

confidence: 99%

Digital relational capital of a company

Molodchik

Paklina

Parshakov

2018

MEDAR

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Purpose This paper aims to examine how a company can build and develop its relational capital in a digital environment. It searches for proxy-indicators for digital relational capital and explores their impact on company performance. Design/methodology/approach The paper is designed to sit in the cross-section of two concepts – Big Data and Intellectual Capital. We analyze eight metrics of digital relational capital (SEMrush rank, Trust flow, Domain authority, MozRank, Number of pages indexed in Yandex and Google, Thematic Citation Index by Yandex, Alexa Rank) and examine their impact on company performance by conducting a two-stage fixed-effect regression. The empirical part of the paper is based on a database of more than 1,000 Russian public companies from 2010-2016. Findings The study justifies eight Big Data-based metrics that enable the estimation of the digital relational capital of a company. Empirical evidence of a significant impact on corporate performance is provided. Moreover, a U-shaped configuration of obtained relationships allows for a better understanding of the phenomenon of digital relational capital and has managerial implications. Originality/value Companies can indirectly influence the proposed metrics. The study gives specific recommendations regarding these metrics to allow companies to optimize their performance. In addition, to the best of the authors’ knowledge, this is the first empirical research on relational capital through Big Data in Russia.

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“…The RBV implies that a company can gain competitive advantage by putting both tangibles and intangibles to proper use (Barney, 1991). In an economy driven by knowledge, intangibles are recognised both theoretically (Teece, 2000; Lev, 2000; Kaplan and Norton, 2004a; Bischoff et al , 2011) and empirically (Marr, 2005; Shakina et al , 2017) as drivers of competitiveness, due to their specific nature that makes them valuable, rare, inimitable and non-substitutable. During the last 20 years there has been an increasing amount of literature on this topic; however, there is still no clear agreement on the definition of intangibles, their measurement (Lev, 2000) and their strategic management among scholars.…”

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

“…Previous studies have also examined how the use of intangibles influences the performance of Russian companies (Tovstiga and Tulugurova, 2009; Andreeva and Garanina, 2016; Shakina et al , 2017). A recent study by Andreeva and Garanina (2016) demonstrates that structural capital and HC positively enhance company performance indicators, such as intellectual enterprise value, price per share, revenue growth rate, the share of new products in a product line, and the return on sales.…”

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

Strategic behaviour of Russian companies with regard to intangibles

Jardón

Molodchik

Paklina

2018

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Purpose The purpose of this paper is to explore strategy-specific competencies with regard to intangibles and provides empirical evidence of intangible-based strategy groups for Russian companies. Additionally, the study examines the link between intangible-based strategy and company performance. Design/methodology/approach The paper uses strategic group theory and the resource-based view framework to identify similar strategic behaviour of companies by employment of intangibles. In line with the intellectual capital concept, the study provides a cluster analysis that considers four types of intangibles: human, relational, innovation and process capital. These are measured through publicly available data using principal component analysis. The empirical part of the study uses a database of 1,096 Russian public companies, which covers the period 2004–2014. Findings As a result, the study reveals three profiles of strategic behaviour with regard to intangibles. The majority of Russian public companies (63.5 per cent) are Generics and pursue a non-intensive intangible strategy. Only 13.3 per cent of companies constitute the intangible-intensive profile by having endowment of all intellectual resources higher than the sample average. The remaining companies (23.2 per cent) also pursue an intangible-intensive strategy with a focus on innovation capital. Intangible-intensive strategic groups outperform Generics. Originality/value The study proposes a novel intangible-based strategy continuum, which straddles two polar strategies: generic and smart. The study introduces insights to better understand the differences in performance across intangible-intensive strategies and presents a new empirical inquiry into strategic behaviour with regard to intangibles in Russia.

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Bridging the gap in competitiveness of Russian companies with intangible bricks

Cited by 19 publications

References 33 publications

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Digital relational capital of a company

Strategic behaviour of Russian companies with regard to intangibles

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