Human resource management and development practices in indigenous Russian companies and foreign MNCs: a comparative analysis

Zavyalova, Elenа K.; Kosheleva, Sofia; Ardichvili, Alexandre

doi:10.1504/ijhrdm.2011.041670

Cited by 17 publications

(11 citation statements)

References 15 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Some of the questions were supposed to be answered using the Likert scale [Allen, Seaman, 2007], others included the "Other" option with the opportunity to provide a detailed open answer. The questionnaire has been used in previous human resources management surveys of international [Ardichvili et al, 2012;Zavyalova et al, 2011] and Russian "best employer" companies [Kucherov, Zavyalova, 2012], and has proven its reliability. The main sample is comprised of the largest Russian public companies on the 2014 Forbes Global 2000 list [Forbes, 2014].…”

Section: Methods and Techniques Of The Studymentioning

confidence: 99%

Human Resource Management at Russian Companies — Leaders of the Global Economy

Zavyalova¹,

Kucherov²,

Tsybova³

2017

Foresight and STI

Self Cite

View full text Add to dashboard Cite

O ne of the main sources of competitiveness on the modern economy are the intangible assets of companies. In the structure of the intellectual capital assigned to human resources and human capital, the knowledge, skills, creativity, and employees' motivation play a special role. The quality of human resources affects the value of the company and human resource management practices, which in turn affect the quality of its human resources.The article focuses on a resource-based view of the firm and human capital theory as fundamental perspectives, linking human resources to achieving a sustainable competitive advantage for the company.The empirical study tested the assumption that Russian companies, the leaders on the world economy, implement management strategies and practices that facilitate the efficient use of human resources in order to achieve one's main goals, which distinguishes them from companies that have not reached a level of international competitiveness. Keywords:human capital; human resource development; strategic management; international competitiveness; Forbes Global 2000The main tool for research is a questionnaire -the standard "Investors in People" survey -that is used to assess the effectiveness of policies and practices of the management and development of human resources at companies. The survey involved representatives in executive management positions at 41 public Russian companies; 14 of the surveyed companies were included on the Forbes Global 2000 (2014) and possessed the traits of competitiveness.The results showed that at companies with competitive features, there is a pronounced tendency for the greater involvement of employees in the process of goal-setting and decision-making. There were also some differences in the practice of management personnel between companies with and without indicators of competitiveness. In general, the assumption that Russian companies have reached a level of leadership at a global level, using more effective policies and management practices, and the development of human resources to achieve its goals, as a result of the study, is confirmed.

show abstract

Section: Methods and Techniques Of The Studymentioning

confidence: 99%

Human Resource Management at Russian Companies — Leaders of the Global Economy

Zavyalova¹,

Kucherov²,

Tsybova³

2017

Foresight and STI

Self Cite

View full text Add to dashboard Cite

show abstract

“…These changes destroyed the traditional employment relations model. In this period, Russian companies were more focused on survival than on systematically caring for their Fey and Denison (2003); Fey, Nordahl, and Zatterstrom (1999);Filatotchev, Grosfeld, Karsai, Wright, and Buck (1996); Gurkov, Zelenova, and Saidov (2012); May, Bormann Young, and Ledgerwood (1998); Minbaeva, Hutchings, and Thomson (2007); Morley, Minbaeva, and Michailova (2012); Morrison and Schwartz (2003); Puffer and Shekshnia (1996) Alexashin and Blenkinsopp (2005); Andreeva (2006); Ardichvili and Dirani (2005); Ardichvili and Gasparishvili (2001); Clarke and Metalina (2000); Economist Intelligence Unit (2007b); Gurkov, Morgunov, Settles, and Zelenova (in press); Gurkov and Settles (2013); Gurkov andZelenova (2009, 2011);Gurkov, Zelenova, and Saidov (2012); Latuha (2010); Saha (2007); Shekshnia, McCarthy, and Puffer (2007); Tcheglakova (2007); Zavyalova, Kosheleva, and Ardichvili (2011)…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…Alexashin and Blenkinsopp (); Andreeva (); Ardichvili and Dirani (); Ardichvili and Gasparishvili (); Clarke and Metalina (); Economist Intelligence Unit (); Gurkov, Morgunov, Settles, and Zelenova (in press); Gurkov and Settles (); Gurkov and Zelenova (, ); Gurkov, Zelenova, and Saidov (); Latuha (); Saha (); Shekshnia, McCarthy, and Puffer (); Tcheglakova (); Zavyalova, Kosheleva, and Ardichvili ()…”

Section: Theoretical Backgroundmentioning

confidence: 99%

The Janus Faces of IHRM in Russian MNEs

Andreeva

Festing

Minbaeva

et al. 2014

Human Resource Management

View full text Add to dashboard Cite

This article analyzes variations in the international human resource management (IHRM) approaches of Russian multinational enterprises (MNEs) in the contexts of developed and developing countries. The data were gathered through interviews conducted at the headquarters of Russian MNEs and at their subsidiaries in developed and developing countries. The results indicate that Russian MNEs adopt HRM practices of Western origin. However, these MNEs differ radically in their choices of IHRM approaches. Many of these differences depend on the countries these MNEs target in their international expansion. In developing countries that belong to Commonwealth of Independent States (CIS, regional block of countries that were former Soviet republics), the IHRM approaches adopted by Russian MNEs typically refl ect a feeling of superiority. However, in developed countries and in non-CIS developing countries, Russian MNEs actively promote a mix of global best practices and local HRM practices. We do not fi nd any instances of the reverse transfer of management practices from subsidiaries in developed countries to the MNEs' headquarters or any examples of cross-pollination among subsidiaries.

show abstract

“…In terms of skill development, most studies indicate that formal training efforts are indeed more intensive at subsidiaries of MNCs than at genuine Russian companies (see Zavyalova, Kosheleva, and Ardichvili 2011). However, we should draw attention to other practices, especially to probation periods at sister subsidiaries or sister plants, job rotation, and the possibility of everyday horizontal communication with colleagues at sister subsidiaries.…”

Section: Synthesis Of Individual Casesmentioning

confidence: 99%

Innovation Processes in the Russian Manufacturing Subsidiaries of Multinational Corporations: An Integrated View from Case Studies

Gurkov

Filippov

2013

Journal of East-West Business

View full text Add to dashboard Cite

The extant literature acknowledges the role of overseas subsidiaries in the growth and development of multinational companies (MNCs). Such subsidiaries are viewed as critical players in the innovation process at MNCs. This topic remains largely underresearched in the Russian context. This study aims to fill this gap by examining the dynamics of the innovation process in Russianbased subsidiaries of global MNCs. We present qualitative findings that indicate Russian subsidiaries are not only recipients of knowledge and technology developed elsewhere in the MNCs but are active developers of innovative products and solutions.

show abstract

Human resource management and development practices in indigenous Russian companies and foreign MNCs: a comparative analysis

Cited by 17 publications

References 15 publications

Human Resource Management at Russian Companies — Leaders of the Global Economy

Human Resource Management at Russian Companies — Leaders of the Global Economy

The Janus Faces of IHRM in Russian MNEs

Innovation Processes in the Russian Manufacturing Subsidiaries of Multinational Corporations: An Integrated View from Case Studies

Contact Info

Product

Resources

About