The article reviews corporate real estate management problems during the transitional period of the Russian society between 1991 and the present time. There are interconnected processes of forming and developing the market legislative base for a real estate market, corporative structures, and real estate management. It illustrates the strategic and operational interaction between the corporation management system and its real estate subsystem, and the functions of the corporate real estate department and managers in the top management of corporations, showing the importance of good quality information about real estate assets. Imbalance between the three results in serious problems and these have been a feature of the corporative development during this period.
This is a review of the book by S.Puffer, D.McCarthy. and D. Satinsky "Hammer & Silicon: The Soviet Diaspora in the US Innovation Economy" . Cambridge University Press, 2018
This paper reports on the first large-sample survey of management attitudes among over 1,400 Russian mid-level managers and 740 Chief Executive Officers (CEOs). We find that while CEOs focus on knowledge of finances, company operations and legislation, as ideal CEO’s qualities, mid-level managers stress conflict resolution and team-building skills. The new generation of Russian managers, we surmise, may be less autocratic and hierarchical, and more teamoriented, than their predecessors. Western firms should seek to establish limited joint ventures with Russian firms, where talented young managers can reveal and test their management skills.
Based on the result of a survey of 1500 Russian industrial companies we not only clarified the intensity of particular innovations but also interconnections between technological and managerial innovations. We also determined the institutional factors that affect the intensity of particular innovations, i.e. presence of foreign ownership, openness of local markets to international competition and inclusion of companies into large corporations to/that foster innovations. At the same time, the rigidity of organizational structures and inertia of local production networks put serious limitation on radical product and technological innovations. The further development of Russian industries will largely depend on organizational flexibility of corporations and on increasing mutual trust within local business networks.
This report presents the results of a large-scale survey involving Russian enterprises during the year 2000. The results show that Russian export-oriented companies are implementing the latest methods in operations and quality control management, and some forms of modern managerial accounting and personnel management. Despite that fact, Russian CEOs perceive the overall suitability of Western management methods as low. This signifies that CEOs of export-oriented companies will not be active advocates and promoters of advanced Western management techniques in local business networks.
Non-renewable fixed-term contracts are becoming more used instead of the traditional Russian model of open-ended employment. The authors examine the influence of institutional and organizational factors on the use of fixed-term contracts in Russia with data from a Sur-vey covering 3313 enterprises for the years 2009 to 2011. Probit and Tobit regressions are used to test several hypotheses about the use of fixed-term contracts derived from the litera-ture. The results indicate that state-owned and unionized enterprises are more likely to use fixed-term contracts; and a high level of perceived dismissal protection for permanent work-ers is positively associated with fixed-term contracts use. The incidence and intensity of fixed-term contracts are lower at enterprises with flexible wages. A significant impact of or-ganizational factors is confirmed for fixed-term contracts. Enterprises use less fixed-term contracts, if they have workers with tenure from 5 to 10 years and high job complexity.
Through the survey of 530 Russian CEOs of industrial companies, we were able to receive the self-reported evidence on overall working load and time distribution of Russian executives. The data suggests that Russian CEOs exhibit the patterns of time management, familiar to Western managers 20-30 years ago: hard overload, minimal work from home, passion to visit the shop floor. Although the personal differences in allocation of time among various tasks were significant, no particular management style proved to be more effective in terms of company’s performance. This means that foreign partners should not judge a priori about the efficiency of their Russian counterparts based on unfamiliar peculiarities of time management.
The paper investigates the role of corporate governance institutions at the subsidiary level in conglomerates in emerging markets. The literature typically highlights that these institutions are necessary to reassure minority shareholders and thus to attract investors. We show that corporate governance institutions, particularly supervisory boards, can be applied for a different purpose – to organize communication within a group and thus to improve the quality of strategy formulation. Thus, a conglomerate can empower its subsidiary boards even if there is no immediate IPO goal for them. The paper uses a case study of a large Russian business group, AFK Sistema, to explore this mechanism, its advantages and its limitations.
The paper explores the use of different types of intangible resources on each phase of the process of internationalization in the context of emerging economies. Assuming that companies follow a gradual process, an internationalization index considering export, import and investment activities is built. The index allows identification of six stages of international expansion, using a database of more than 2,000 Russian companies. The findings reveal that relational capital has a significant positive impact on each stage of internationalization, and that organizational capital improves internationalization except in the last, multinational stage. A higher endowment of human capital is positively associated with first three stages of internationalization.
Through a survey of CEOs of Russian industrial companies administered in the second half of 2011 we have tried to understand the forces that lead some firms to decide to engage in more innovative activities than others and examined the types of routines associated with this decision. We found that the most important factors that predispose Russian CEOs towards regular innovations are awareness of rapid changes in technologies and products, positive assessment of the market trends and ability to orchestrate intra-industry cooperation. The most visible routine associated with more innovative behavior is the wide use of subcontractors for most of the activity related to innovations.