Two Decades of Russian Business and Management Research: An Institutional Theory Perspective.

Puffer, Sheila M.; McCarthy, Daniel

doi:10.5465/amp.2011.61020800

Cited by 112 publications

(122 citation statements)

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“…This can be explained by past experience during Soviet times when managerial education was not of high priority (Holden and Vaiman 2013). Some experts note that most Russians nowadays still lack high-class business experience, which in part may be explained by the relatively young age of Russian business culture and educational system (Fey 2008;Fey and Shekshnia 2011;Puffer and McCarthy 2011).…”

Section: Factors Influencing Talent Management In Russiamentioning

confidence: 91%

Talent management in Russian companies: domestic challenges and international experience

Latukha

2014

The International Journal of Human Resource Management

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The study investigates talent management practices in Russian and foreign companies and their influence on a company's performance. In our work, foreign companies are foreignowned companies (multinational or global) that operate in the Russian market and their headquarters are located outside the Russian Federation. Attention is paid to the analysis of the factors that support talent management implementation. As the results of the research are based on a comparative analysis of differences and peculiarities in talent practices in Russian and foreign companies, the paper explores and provides a number of ideas and conclusions about talent management elaboration, realization and talent practices improvement in the Russian context. Our data show that talent management practices are influenced by a number of factors that are different, in parts, in Russian and foreign companies. Supplementary analysis also suggests that the positive connection between talent management efforts and a company's performance can be found.

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Section: Factors Influencing Talent Management In Russiamentioning

confidence: 91%

Talent management in Russian companies: domestic challenges and international experience

Latukha

2014

The International Journal of Human Resource Management

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“…Personal relationships grounded in shared norms and values are essential for conducting business in Ukraine and Russia (McCarthy et al 2008;Puffer and McCarthy 2011). Consistent with collectivist values, these networks are integral to individuals' knowledge sharing (Hutchings and Michailova 2004), particularly in extant relationships , perhaps as a means of returning a favor to someone for a similar act, or withholding because of the knowledge seeker's previous behavior.…”

Section: Relational Screeningmentioning

confidence: 94%

Do You Know What I Know? Intent to Share Knowledge in the US and Ukraine

2015

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Knowledge is a strategically important resource, but research is needed to elucidate individual issues in knowledge sharing, particularly cross-contextual examinations. Thus, we developed a contextualized, extended model of knowledge sharing intentions based on the theory of planned behavior, and tested it using large samples of employees from the US, and from Ukraine, where anecdotal evidence suggests pandemic knowledge hoarding. Tests of the model in each country produced significant results for all of the path coefficients in the US, and for all but two paths in Ukraine. Comparative analysis for hypothesis testing indicated that, overall, individuals' dispositions and attitudes were more relevant for understanding knowledge sharing intentions in the individualistic context of the US, while collective, relational elements were stronger in Ukraine, but with notable exceptions, particularly the influence of societal knowledge control norms. The results provide important implications for theory concerning knowledge sharing across contexts, including institutional theory assumptions, and for efficaciously managing knowledge processes, including cross-national knowledge transfers.

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“…There is only one book devoted to the early entry experience of a particular MNC (Proctor and Gamble) in Russia, which was published by the company itself (Pepper 2012); one book on the cross-cultural problems of German companies operating in Russia (Anghel 2012); and a few research studies based on limited case studies ( Johanson and Johanson 2006;Golikova, Karhunen, and Kosonen 2011;Koveshnikov 2011). This paucity of research is confirmed by reviews of both foreign and local literature on Russian management (Puffer and McCarthy 2011;McCarthy and Puffer 2013). Thus, we encountered a largely unexplored field while conducting this study.…”

Section: Literature Overviewmentioning

confidence: 69%

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

Gurkov

Filippov

2013

Journal of East-West Business

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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.

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Two Decades of Russian Business and Management Research: An Institutional Theory Perspective.

Cited by 112 publications

References 0 publications

Talent management in Russian companies: domestic challenges and international experience

Talent management in Russian companies: domestic challenges and international experience

Do You Know What I Know? Intent to Share Knowledge in the US and Ukraine

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

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