Strategic behaviour of Russian companies with regard to intangibles

Abstract

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.

Assessing drivers of post-harvest losses: tangible and intangible resources’ perspective

“…Thus, through an enterprise resources, it can gain competitive advantage among its competitors at the local and international markets (Coates and McDermott 2002;Restrepo et al 2020;Parimalarangan et al 2011), as well as achieve sustainability goals (Seddon 2014). The theory focuses on elements such as capabilities, materials, information sharing, knowledge, and practices, possessed and controlled by enterprises (He et al 2020;Jardón et al 2018). It emphasizes on enterprise strategic inputs in planning and developing its distinctive features, and regards resources as the basis of profits (Grant 1991).…”

Is the Russian bear waking up to intangibles?

“…This is the focus of authors in Jardon et al (2018) in their article, “Strategic behavior of Russian companies with regard to intangibles.” They zero-in on a key mechanism of wealth creation for firms, namely the management and development of intangibles and how they are leveraged strategically in the Russian context. By using a database of over 1,000 Russian companies in the crucial period of 2004-2014, they are able to paint a vivid picture of how Russian firms were coming to terms with one of the key plays organizations have in developing their strategic and competitive position.…”

“…The article “Strategic behavior of Russian companies with regard to intangibles” by Jardon et al (2018) is an all-too rare, under the hood look at how business works in Russia. As such, it presents some incredibly valuable information on how Russian firms deal with intangibles, and offers some flavor of how firms may develop into the future.…”

capital estructural y su relación estratégica con el desempeño organizacional en el estado de Tamaulipas (México)

“…Cuando la organización perfecciona la tecnología utilizada e instala y da correcto seguimiento a las iniciativas internas de mejora, el CE se enriquecerá profundamente (Hashim et al, 2015). El aspecto estratégico del manejo de los intangibles organizacionales y su alineación con la estratégica empresarial global, se ha posicionado como uno de los temas centrales en las hojas de ruta de los altos directivos y puestos de mando (Fernández et al, 2018).…”

“…Por ende, la planificación estratégica debe incluir la visión global empresarial del CI durante su formulación (Kong, 2014). Una estrategia sustentada en la intangibilidad debe ser prioritario en la agenda gerencial (Fernández, Molodchik y Paklina, 2018).…”