Strategy process as formlation and realization of corporate goals: The synthesis of surveys in Russian firms

Gurkov, Igor

doi:10.5771/0949-6181-2009-1-48

Cited by 25 publications

(14 citation statements)

References 11 publications

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“…However, our results show that positive aspects relating to market sensing in Russia are not so much about developing a customer orientation, but mainly about understanding competitors' actions. This result therefore contributes to our understanding of the specifics of Russian industrial firms which is reflected in adaptation to the characteristics of the Russian transitional economy, specifically by exploiting opportunities via extensive growth strategies vis-à-vis competitors (Gurkov, 2009). However, a customer orientation does also contribute to firm performance in the Russian context, but only in a mediated way via building relational capabilities, i.e.…”

Section: Discussionmentioning

confidence: 93%

The impact of market orientation on the development of relational capabilities and performance outcomes: The case of Russian industrial firms

Smirnova

Naudé²,

Henneberg³

et al. 2011

Industrial Marketing Management

138

103

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The article investigates the role of market orientation as an antecedent for the development of relational capabilities and performance in Russian industrial firms. We test the direct role of different aspects of market orientation on business performance in comparison to an indirect and mediated influence via improving a firm's ability to become embedded in relational structures. The results of an empirical study demonstrate the differential impact of components of market orientation -customer orientation, competitor orientation, and interfunctional coordination -as direct and indirect antecedents of relational capabilities and thus subsequently of overall firm performance. It can be shown that in Russian industrial markets competitor orientation directly and positively impacts on performance, while the other two components of market orientation have only a mediated effect on performance via the development of relational capabilities.

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Section: Discussionmentioning

confidence: 93%

The impact of market orientation on the development of relational capabilities and performance outcomes: The case of Russian industrial firms

Smirnova

Naudé²,

Henneberg³

et al. 2011

Industrial Marketing Management

138

103

View full text Add to dashboard Cite

show abstract

“…Additionally, a study of 593 Russian start-ups found them to be characterised by an unusually slow change from centralisation and formalisation, while preserving owners' control over the firm (Shirokova, 2009). Corporate strategy processes were seen as being a fragile balance of power between top management and the dominant owners, leading to hesitancy in following through on projects and excessive willingness to redirect project resources into non-core company assets (Gurkov, 2009). Regarding strategic investment decision practices, Russian managers were found to be more short-term oriented than those from four major developed economies, paying little attention to competitive strategy, or to formal strategic or financial planning (Carr, 2006(Carr, -2007.…”

Section: Business Strategiesmentioning

confidence: 99%

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

McCarthy

Puffer

2013

EJIM

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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.

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“…The purpose of strategy process is to formulate and to realise organisational goals (Gurkov, 2009, Gurkov, 2010. Stakeholders' influence to shape the strategic processes depends on several parameters.…”

Section: Literature Review and Hypothesesmentioning

confidence: 99%

The stakeholder-strategy relationship in non-profit basketball clubs

Ivašković

2019

Economic Research-Ekonomska Istraživanja

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The aim of this study is to contribute to a better understanding of the stakeholder-strategy relationship in non-profit sport clubs and to answer the following questions; (1) how hierarchies of organisational aims and actual strategic decisions change due to involvement of certain interest groups in the strategic processes of the observed organisations; (2) how clubs on different quality levels differentiate regarding stakeholders' hierarchies, hierarchies of aims, and regarding actual strategic decisions. The data were collected from 73 basketball clubs from four South-East European countries. Findings show that private sponsors are the most influential stakeholders in top quality clubs that pursue top sport and financial results more than local community inclusion and other non-profit objectives. Higher-quality level clubs pursue cost reductions, top sport results, and fast results, while clubs where volunteers, local communities, the state and municipal authorities had stronger impact give more emphasis to growth, local community aims, and lowering risk. ARTICLE HISTORY

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Strategy process as formlation and realization of corporate goals: The synthesis of surveys in Russian firms

Cited by 25 publications

References 11 publications

The impact of market orientation on the development of relational capabilities and performance outcomes: The case of Russian industrial firms

The impact of market orientation on the development of relational capabilities and performance outcomes: The case of Russian industrial firms

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

The stakeholder-strategy relationship in non-profit basketball clubs

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