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.
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.
The author analyzes the most widely applied risk management standards in Russia, emphasizing the lack of a clear system for operational risk management. Reviewing the challenges emerging on European markets due to the introduction of the Solvency II directive, he suggests approaches to the solution of possible problems for Russian insurers.
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