Beyond ribbon cutting: Lessons from Russian manufacturers on the nuances of opening ceremonies
Opening ceremonies for new manufacturing plants are commonplace and yet, they
are surprisingly under-documented. Although these ceremonies may, at first glance,
appear to simply serve as celebrations to mark the successful completion of an industrial
project, they are based on symbolic actions, and usually very well planned
and executed. Consequently, their underlying meaning is more complex. A study of
the opening ceremonies of 56 manufacturing facilities in Russia by foreign multinationals
shows that opening ceremonies also serve to demonstrate mutual acceptance
of the differing motives of both the foreign investors and the local authorities for
building the plant. The analysis points to recommendations regarding the timing and
design of the ceremonies, as well as participants’ behavior, that can ensure that such
events contribute to the attainment of organizational goals.
There co-exist several problems when measuring the level of competitiveness. The major one is that it represents an integral indicator of the enterprise performance. The indicator has something in common with the notion of the utility function used in economics. The latter one stamps a numerical equivalent of the utility associated by an individual from the consumption (or possession) of certain goods. Nevertheless, it stays an implicit (non-observable) function.
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 chapter focuses on the alternative measures of the relative competitiveness of Russian manufacturing enterprises and on assessing the changes in the distribution of manufacturing firms by those measures between 2005 and 2009.
This study presents a snapshot of investment projects in manufacturing that were implemented by foreign investors in Russia during 2017–2018. We assemble a unique database of all new plants opened by foreign companies in Russia during 2012–2018 to clarify the distribution of investment projects implemented during 2017–2018 across industries and territories with different tax regimes. We also identify the most interesting individual investment projects, interrelated investment projects, and elements of collective actions. In general, foreign investors in manufacturing demonstrate high ingenuity in discovering and exploiting the remaining emerging growing market segments and promising niches in consumer and professional markets and express significant persistence in realizing investment projects. We also demonstrate the methods applied to decrease the uncertainty of the project costs by establishing partnerships with local foreign- and domestically owned companies and the attempts to correct the government’s decisions and regulatory measures that are uncomfortable for foreign investors.
Russian multinational enterprises (MNE) expanded widely in the late 1990s through the summer of 2008 at the onset of the global financial crisis of 2008. The emerging market MNEs have now become a subject of intensive study with a particular focus on the actions and behaviors of firms from Brazil, Russia, India, China, and South Africa (BRICS). This paper attempts to flesh out the reputational and corporate social responsibility (CSR) aspects of this internationalization process. The paper finds that in select cases the reputation of a Russia MNE does play a role in their activities and that these emergent firms recognize host country stakeholders as an audience for concern when conducting OFDI.
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.
To help countries achieve their full industrialization potential and fulfil the sustainable development goals (SDGs) and thereby improve their general welfare, UNIDO is promoting the concept of comprehensive and sustainable industrial development (ISID), which was established in the Lima Declaration adopted by UNIDO Member States on 2 December 2013. The UN General Assembly recognizes the significance of ISID as an important strategic direction for fostering global development in the future. ISID is a key instrument for achieving sustainable economic growth, the creation of quality jobs, the building of equal societies, the protection of the environment, and the active shaping of comprehensive sustainable globalization. The promotion of ISID as the key driver for successful integration of economic, social and environmental factors necessary to achieve full implementation of sustainable development by creating and improving countries’ industrial potential is the main priority of UNIDO’s current activities. To successfully implement ISID, UNIDO acts as a global forum for industrial development and the establishment of relevant international standards, including standards on industrial statistics [UNIDO, 2014; 2013a]. Accordingly, UNIDO has been implementing the regional project “Improvement of industrial statistics and development of statistical indicators for the analysis of industrial development in the CIS countries” since 2013. The project’s main objective is to provide methodological assistance to the Commonwealth of Independent States’ (CIS) national statistical services in implementing international standards on industrial statistics in the statistical practice and presentation of modern, internationally comparable information for a qualitative and reliable reflection of industrial development processes. This report presents the results of the statistical analysis describing the availability, quality and measurement capabilities of official statistics in the CIS countries accumulated over the period 2005-2014.
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