Russian managers' beliefs about work: Beyond the stereotypes

Organizational leadership in Central Asia and the Caucasus: Research considerations and directions

“…Such a cultural background, along with the communist heritage of bureaucratic management, has encouraged a legacy of powerful leaders and passive followers in the region (Kets de Vries, 2001;Luthans, Peterson, & Ibrayeva, 1998). While market liberalization has given birth to a new generation of leaders and followers who are young and enthusiastic and ready to embrace a new open society system, it has also resulted in a generation gap, whereby both old and new generations of leaders and followers co-exist under the same roof (Ardichvili & Gasparishvili, 2001;Kets de Vries, 2000;Puffer, McCarthy, & Naumov, 1997;Grachev & Bobina, 2006).…”

“…Institutional environment, leadership requirements, and leadership effectiveness As noted previously, the CE context is unique due to co-existences of challenges and opportunities (Ismail, Ford, & Ferreira, 2008), public and private sector scripts (Johnson et al, 2000), old and new generation of leaders and followers (Ardichvili Gasparishvili, 2001;Kets de Vries, 2000;Puffer, McCarthy, & Naumov, 1997), the communist legacy and transition towards market capitalism (Broadman & Recanatini, 2003;Sandholtz & Taagepera, 2005). Moreover, the socio-political and cultural environment is characterized by high power distance, high collectivism, high uncertainty avoidance, and socio-political corruption (e.g., Bakacsi et al, 2002;Puffer & Shekshnia, 1996).…”

“…Several management studies of transition economies have grouped the CE countries with those of Central and Eastern Europe (Roth & Kostova, 2003;House, Hanges, Javidan, Dorfman, & Gupta, 2004), and a majority of leadership research in the post-Soviet region has focused on Russia or other CEE countries (Suutari & Riusala, 2001;Camiah & Hollinshead, 2003;Elenkov, 1998Elenkov, , 2002Fey, 2005;Fey, Adaeva, & Vitkovskaia, 2001;Giacobbe-Miller, Miller, Zhang, & Victorov, 2003;Holt, Ralston, & Terpstra, 1994;Kets de Vries, 1999Luthans, Welsh, & Rosenkrantz, 1993;Luthans, Peterson, & Ibrayeva, 1998;Matveev & Nelson, 2004;McCarthy, Puffer, Vikhanski, & Naumov, 2005;Puffer, 1994;Puffer, McCarthy, & Naumov, 1997;Ralston, Holt, Terpstra, & Cheng, 1997). However, Russia is an energy superpower, and the opportunities and challenges it is facing could be unique to the country.…”

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

“…We then followed the rise of entrepreneurships and have continued to do so (McCarthy, Puffer, & Shekshnia, 1993;Puffer & McCarthy, 2001). Ethics, values, and leadership are also topics that we have explored throughout the entire period because of the often-conflicting value systems and leadership styles co-existing during the transition from Soviet central planning to a more market-oriented environment (Puffer, 1994;Puffer, McCarthy, & Zhuplev, 1996;Puffer, McCarthy, & Naumov, 1997;McCarthy & Puffer, 2008). This foundation led us quite naturally into corporate governance research, which coincided with individual managers' conflicts in values, during a time when the Russian government was developing new policies and reporting requirements (McCarthy & Puffer, 2002;Puffer & McCarthy, 2003;McCarthy, Puffer, & Shekshnia, 2004).…”

International Business Research on Transition Economies

“…Yet there is considerable variation of behaviour and belief systems between, say, a Soviet-area senior executive and a young entrepreneur (e.g. Puffer et al 1997).…”