Combining Contemporary and Soviet-Era Management Practices to Achieve Excellence at Knauf CIS
This study analyses the development of Russian manufacturing subsidiaries of MNCs, by underlying the close relationship between local embeddedness and business excellence. We illustrate this relationship by the example of Knauf CIS, a subsidiary of international family-owned company Knauf. We find that the relationship between Knauf’s HQ and Knauf CIS does not hinder the subsidiary’s creativity, and innovativeness; subsidiary’s management processes successfully combine the HQ’s management standards and guidelines with specific managerial and innovation routines, that in a great part are reminiscent of the practices in the Soviet industry during the period of its rapid development (1955-1978).
I report the results of observations of management practices in 20 Russian manufacturing subsidiaries of Western multinational corporations (MNCs). I argue that to counterbalance the higher country-specific risks associated with investing in Russia, MNCs impose on their Russian subsidiaries high demands for superior performance in terms of both technical and economic efficiency. My observations confirm that in most cases such demands are successfully met by the implementation of highly effective practices. Thus, I challenge several beliefs about industrial management in Russia, including the myths that Russian firms are hostile towards knowledge sharing and are wary of talent.
The notion that certain management practices at all levels create substantial competitive advantages for the company in the market received a lot of attention in the academic community over the years. A large body of work was accumulated as a result, though it appears that a comprehensive understanding of the relationship between management practices and firm performance is still lacking. This study is a part of a larger project aiming at closing this gap. The objective of this study was to create a typology of companies based on efficiency, using a number of objective criteria obtained from publicly available information.
Management practices of Russian and global companies, operating in Russia, have undergone a series of changes in 2016-2017 as a consequence of the 2014 – 2015 crises. These crises can be presented as a combination of tree different types of crises: cyclical crisis (oil prices), structural crisis (institutions, productivity) and managerial crisis. In light of a turbulent external environment, as well as hardening competition caused by the times of crisis, Russian and global companies were forced to adapt and change their management practices quickly, to maintain strategic competitive advantages on their market segments and retain qualified employees. To study the dynamics of ongoing processes and diagnose operational changes occurring in Russian and global companies in the post-crisis period of 2016 - 2017, we conducted a large-scale empirical study, which involved 1530 (2016) and 1245 (2017) companies. The sample was composed of Russian (73% - 80%) and global companies (20% - 27%), representing 10 main sectors of economic activity (according to the OKVED universal classification). The companies are operating in Moscow and the Moscow region. The use of statistical methods and SPSS Statistics software to conduct the analysis allowed to identify the most significant changes in management practices of Russian and global companies operating on the Russian market, as well as the dynamics of these changes related to the increasing complexity of the external business environment.
In the past decades, there has been a transformation of management approaches from management by instructions to management by values, where special attention is paid to employees’ engagement in the company management. This is the most promising approach of employee management, which, however, requires a new vision and the implementation of modern management practices. The article presents the results of large-scale empirical study of monitoring values and management practices in Russian and global companies operating in Russia. The survey involved 1,530 companies from 10 main industries, including 80% of Russian, 6% of foreign and 14% of global companies, using quantitative methods of collection and statistical methods of data processing. The analysis of modern management practices has been carried out across five main areas: 1. communication; 2. Empowerment and leadership; 3. problem solving and decision making; 4. conflict management; and 5. motivation. It made it possible to characterize modern approaches of management in Russia and to reveal the potential of new management practices effectively used by global companies to enhance the competitiveness and business efficiency of Russian companies.
Flexible design in contracting may be the next technical evolution that is needed to cope with Information Age levels of complexity and risk. Contract design and management practices that accommodate (or even promote) more flexibility in dealing may be more resilient to inevitable changes. In addition, they may allow innovation and help create new opportunities. Stability remains vital, of course. But greater flexibility is also needed. The key question becomes: How can greater flexibility in contracting be realized while maintaining necessary levels of stability for them to operate legally? In other words, how can better contract design and management simultaneously advance both stability and flexibility? Arguably by three strands of reform coming together: (1) stronger collaborative, or at least more communicative relationships, among the contracting parties and within the organization of each party; (2) far better contract design and information design practices that engage stakeholders, enhance managerial-legal decision-making, and involve communicating contracts differently; and (3) better working relationships between the legal profession and the commercial clients they serve. Our chapter will treat each of those three strands.
The article prescribes new forms of operations of MNCs in Russia depending in chaging motives of investments.
Smoking is a problem, bringing signifi cant social and economic costs to Russiansociety. However, ratifi cation of the World health organization Framework conventionon tobacco control makes it possible to improve Russian legislation accordingto the international standards. So, I describe some measures that should be taken bythe Russian authorities in the nearest future, and I examine their effi ciency. By studyingthe international evidence I analyze the impact of the smoke-free areas, advertisementand sponsorship bans, tax increases, etc. on the prevalence of smoking, cigaretteconsumption and some other indicators. I also investigate the obstacles confrontingthe Russian authorities when they introduce new policy measures and the public attitudetowards these measures. I conclude that there is a number of easy-to-implementanti-smoking activities that need no fi nancial resources but only a political will.
One of the most important indicators of company's success is the increase of its value. The article investigates traditional methods of company's value assessment and the evidence that the application of these methods is incorrect in the new stage of economy. So it is necessary to create a new method of valuation based on the new main sources of company's success that is its intellectual capital.
портовый менеджмент, показатели деятельности, анализ эффективности, система учета, распределение издержек, методы анализа деятельности портовой системы
At present many industries reveal tendency for setting up of vertically integrated companies (VIC) the structure of which unites all technological processes. This tendency proved its efficiency in oil industry where coordination of all successive stages of technological process, namely, oil prospecting and production -oil transportation - oil processing - oil chemistry - oil products and oil chemicals marketing, is necessary. The article considers specific features of introduction of "personnel management" module at enterprises of oil and gas industry.
vertically integrated companies; personnel management