Public and private business schools in Russia: Problems and prospects

2007

Asia Pacific J Manage

Section: Our Experience In Russian Management Researchmentioning

confidence: 98%

Does Asian management research need more self-confidence? Reflections from Russia

Puffer

2007

Asia Pacific J Manage

“…Many shortcomings soon became apparent in the types of programmes as well as the processes by which they were delivered (Puffer and McCarthy, 1998). Problems arose from inadequate tailoring of the content and teaching techniques to managers who were often highly experienced in running huge enterprises but who had little exposure to market-based managerial practices (Kozlova and Puffer, 1994).…”

Section: Management Educationmentioning

confidence: 99%

Business and management in Russia: a review of the post-Soviet literature and future research directions

Puffer

2013

EJIM

This paper reviews a large number of works published over the past 25 years on many topics of business and management in Russia. The topics are grouped into two major categories -macro and micro, with entrepreneurship covered separately. A brief summary is presented for most individual works. We conclude with implications for practice directed toward Western and Russian managers, as well as policy implications for Western and Russian policymakers. The paper is intended as a resource for researchers focusing on Russian business and management, and for educators, practitioners, and policymakers with interests in this field.

“…Since the dissolution of the Soviet Union in 1991, considerable sums have been spent on education and training programs designed to modernize the antiquated system of management in post-Soviet states (Aganbegyan, 2004;Kozlova & Puffer, 1994;May, Bormann-Young, & Ledgerwood, 1998). Yet despite the concerted efforts of academics, consultants, and executives from around the world, the effective transfer and integration of management knowledge to the former Soviet states, most notably Russia and Ukraine, have often been stymied by resistance to new knowledge from "outsiders" and by an unwillingness to enact new knowledge into daily operations and work routines (May, Puffer, & McCarthy, 2005;Michailova & Husted, 2003;Michailova & Hutchings, 2006).…”

Section: Resistance To Change In the Post-soviet Eramentioning

confidence: 99%

A Test of the Measurement Validity of the Resistance to Change Scale in Russia and Ukraine

Stewart

May

The Journal of Applied Behavioral Science

et al. 2009

The authors developed a Russian-language version of Oreg’s (2003) Resistance to Change (RTC) Scale, a multidimensional dispositional measure of an individual’s tendency to avoid or resist change, and tested its generalizability to the post-Soviet context with data from Russia and Ukraine. Confirmatory factor analysis results indicated a lack of configural consistency for the cognitive rigidity subscale, and post hoc examination suggested an unintended frame of reference for the cognitive rigidity items. The other three subdimensions of the scale—routine seeking, emotional reaction, and short-term thinking—were measurement-invariant in the two countries, providing a psychometrically acceptable measure of individual resistance to change. As a result, this respecification of the RTC Scale should be useful for much needed research devoted to individual resistors to change in the post-Soviet context, an effort essential for understanding obstacles to organizational change, and for generating prescriptive guidelines in a situation where most organizations are pressed by transition-induced need for systemic change and development.