How Do Innovation, Internationalization, and Organizational Learning Interact and Co-evolve in Small Firms? A Complex Systems Approach
This study examines using a complex systems approach, the reciprocal relationships between innovation, internationalization, and organizational learning in small businesses. After analyzing 54 companies and purposefully selecting 12 particularly information‐rich cases, we find that these three key activities are reciprocally linked to each other, forming a complex circular system. The firms’ evolution also shows that faced with various change elements, the system evolved toward adopting one of up to four patterns of interaction, characterized by low and high incremental and radical innovation, local and global internationalization, and adaptive and generative learning. The findings are relevant to scholars, managers, and policymakers.
Purpose: the paper identifies particular traits of the Russian context which condition two key enablers of organizational learning: organizational culture and transformational leadership. Design/Methodology: drawing on a literature review, the study determines management challenges by implementation of organizational learning in the Russian business context. Taking this into account the authors suggest specific model of organizational learning which contains organizational learning processes, organizational culture oriented towards learning and transformational leadership. Empirical justification of this model is provided using a sample of more than 100 respondents. PLS-analysis is applied to define structural relationships between the elements of proposed model. Findings: the study reveals the positive and significant influence of transformational leadership and an organizational culture on organizational learning processes. Moreover, transformational leadership is shown to have a positive impact on an organizational culture, confirming the hypothesis regarding the pivotal role of leaders in the Russian business context. Practical implications/limitations: the findings of this study can assist managers doing business in Russia to improve organizational learning processes. The size of the sample appears to be the main limitation of this study. Questions that might also be addressed in additional research concern the influence of organizational learning on the performance of Russian companies. Originality/value: the paper contributes to a better understanding of the barriers and stimuli exacted on organizational learning and provide empirical evidence of organizational learning practices of Russian companies.
Problems of official statistics connected with the measurement of innovative activity and ways to resolve them are considered. As the article demonstrates Global Entrepreneurship Monitor - GEM is one of these ways. The monitor is conducted in many countries of the world on a longitudinal basis during quite essential period of time and its methodology meets mostly the international recommendations on collection of statistical data on innovations (for example, Oslo Manual). Besides information collected in the framework of monitoring allow include in the borders of observation not only small and medium businesses, but also just arising businesses (in GEM terminology «new»).
This book gathers selected papers from the 29th Eurasia Business and Economics Society (EBES) Conference, held in Lisbon, Portugal. While the theoretical and empirical papers presented cover diverse areas of economics and finance in various geographic regions, the main focus is on the latest research concerning accounting/audits, banking, the economics of innovation, and empirical studies on emerging economies and international trade. Studies on labor economics and public economics, as well as regional studies, round out the coverage.
Chapter includes materials about theory and practice of innovation activity at an enterprise.
The paper examines the structure, governance, and balance sheets of state-controlled banks in Russia, which accounted for over 55 percent of the total assets in the country's banking system in early 2012. The author offers a credible estimate of the size of the country's state banking sector by including banks that are indirectly owned by public organizations. Contrary to some predictions based on the theoretical literature on economic transition, he explains the relatively high profitability and efficiency of Russian state-controlled banks by pointing to their competitive position in such functions as acquisition and disposal of assets on behalf of the government. Also suggested in the paper is a different way of looking at market concentration in Russia (by consolidating the market shares of core state-controlled banks), which produces a picture of a more concentrated market than officially reported. Lastly, one of the author's interesting conclusions is that China provides a better benchmark than the formerly centrally planned economies of Central and Eastern Europe by which to assess the viability of state ownership of banks in Russia and to evaluate the country's banking sector.
The paper examines the principles for the supervision of financial conglomerates proposed by BCBS in the consultative document published in December 2011. Moreover, the article proposes a number of suggestions worked out by the authors within the HSE research team.
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