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Regular version of the site
Of all publications in the section: 146
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Article
Балабанова Е. С., Деминская В. Э. Российский журнал менеджмента. 2017. Т. 15. № 3. С. 263-288.

To date, most research on leadership has focused on the positive effects of transformational leaders on employee attitudes, behaviors, and performance. Much less attention has been given to the antecedents of transformational leadership behaviors. Drawing from follower-centric perspective of leadership, we examined subordinates’ and supervisors’ personal characteristics, work-related perceptions and attitudes, and observed managerial practices as predictors of transformational leadership. The sample included 112 employees from two organizations (IT and manufacturing). Results revealed that supervisors’ transformational leadership is significantly predicted by subordinates’ agreeableness; perceived justice of performance-based payments and career promotions; practices of professional training and implementation of employees’ initiatives. Among these, perceived justice of performance-based promotions showed the highest relative importance for predicting supervisors’ transformational leadership. Although such supervisors’ personal characteristic as conscientiousness was positively correlated with transformational leadership, its effect disappeared in the integrative model including subordinates’ traits and perceptions and management practices. Our results contribute to the understanding of transformational leadership as a “really existing” phenomenon derived from supervisors’ positive practices as well as to knowledge of how organizational context may encourage line and middle managers’ transformational leadership behaviors.

Added: Oct 17, 2017
Article
Радаев В. В. Российский журнал менеджмента. 2008. Т. 6. № 2. С. 47-54.
Added: Oct 13, 2012
Article
Солнцев С. А., Рощин С. Ю. Российский журнал менеджмента. 2005. Т. 3. № 4. С. 11-28.

The article examines various aspects of the labor market for top managers in Russia. Overview of the contemporary market for top managers, as well as internal vs. external HR sources choice criteria and international statistics on this issue are presented. Using original data authors apply econometric methods to analyze the main factors, influencing the ratio of internal and external promotion.

Added: Jan 26, 2010
Article
Радаев В. В. Российский журнал менеджмента. 2009. Т. 7. № 2. С. 3-30.
Added: Jan 11, 2013
Article
Третьяк О. А. Российский журнал менеджмента. 2009. Т. 7. № 3. С. 61-64.
Added: Jan 27, 2010
Article
Семенова М. В., Юдкевич М. М., Маслов Д. Российский журнал менеджмента. 2010. Т. 8. № 2. С. 151-154.
Added: Nov 27, 2012
Article
Сухорукова К.А., Авдашева С. Б. Российский журнал менеджмента. 2013. Т. 11. № 2. С. 3-24.

The article is devoted to the assessment of the impact of three large-scale horizontal mergers — in the production of aluminum, in the production of cement and in the production of grain-oriented steel, — on the prices, which are quoted by the companies for the buyers. All mergers resulted in market structure close to monopoly in domestic market. Using differencein-difference estimation of price increase it was shown that in six out of nine products analyzed mergers influenced prices significantly. But only in two out of six cases statistical significant price increase is reported. We consider these results as an evidence, though indirect, that despite the serious competition concerns the most important effects of mergers are efficiency gains in contrast to monopolistic price increase.

Added: Sep 29, 2013
Article
Родионов И. И., Михальчук В. Б. Российский журнал менеджмента. 2016. Т. 14. № 2. С. 3-28.

This article aims to develop econometric model suitable for valuation of synergies in Russian domestic M&A deals. The authors test several empirical hypotheses about factors of synergy creation in 2006–2014. The article looks into various ways to estimate synergies based on financial statements of companies that participated in the deal. Success rate of deals and synergy structure is estimated for the whole sample and for growth and crisis periods. Most important factors of synergy are estimated, and robustness of these factors during growth and crisis periods is analyzed.

Added: Oct 1, 2016
Article
Благов Ю. Е., Кабалина В. И., Петрова-Савченко А. А. и др. Российский журнал менеджмента. 2015. Т. 13. № 2. С. 67-98.

The article presents the overview and main findings of the "Report on Social Investments in Russia - 2014: Creating Value for Business and Society". Based on the analysis of data provided by the group of 60 leading Russian companies, the article doscovers the peculiarities of CSR concepts interpretation by Russian businesses, as well as the main features of the related strategies' purposes, corporate social performance management, and the stakeholder interactions. The article concludes that the CSR development in Russian business is generally in line with the global trend of making corporate social performance more strategic and value creation for business and society oriented, but the manifestation of this trend in Russia are uneven and controversial.

Added: Sep 4, 2015
Article
Долгопятова Т. Г., Хомякова Е. В. Российский журнал менеджмента. 2016. Т. 14. № 2. С. 49-76.

The research is based on the case-study of public joint stock company “KAMAZ PTC” which is the largest Russian automotive corporation (the group of companies). The qualitative study was focused on lean production system development within this company. The case revealed factors and conditions, difficulties and effects of the implementation of this management system. Informational base included in-depth interviews with managers of the company, its annual reports, internal (close) documents, web-site, and other open sources. The role of business internationalization was revealed both as an incentive for lean production implementation against the background of increasing competition and as a prerequisite for possible success based on cooperation with world tracks producer Daimler AG. The problems in lean management development determined by weak communications, motivation of company personnel, and Russian labor market features are discussed.

Added: Aug 8, 2016
Article
Солнцев С. А., Рощин С. Ю., Сидорова А. С. Российский журнал менеджмента. 2018. Т. 16. № 4. С. 481-498.

Russian labour market uses price adjustment (wage flexibility) to shocks rather than quantitative one (employment). One of the main mechanisms of wage flexibility in Russian economy is a high share of the non-base (variable) wage component that makes it easier for enterprises to respond to shocks. Using data of survey of Russian enterprises from main sectors of the Russian economy for 2009–2017, the determinants of variability in the enterprises’ behavior of the nonbase wage component usage a were evaluated. The obtained results show that a higher proportion of the non-base wage component demonstrates enterprises in a good financial position, with large investments, higher wages and a large number of employees. During 2012–2017 a share of non-base wage component significantly increased. 

Added: Nov 1, 2018
Article
Чепуренко А. Ю., Яковлев А. А. Российский журнал менеджмента. 2013. Т. 11. № 2. С. 51-60.
Added: Oct 8, 2013
Article
Матич Л. Ю. Российский журнал менеджмента. 2017. Т. 15. № 3. С. 327-356.

The article analyses the technology roadmaps tool (TRM) used by foreign organizations, as well as by large Russian state-owned companies. The research describes the features of the TRM implementation in Russian companies preventing the effective use of the tool. Two priority areas for the roadmaps are identified. They are related to implementation of the current innovation strategy and development of innovative culture. Each priority area is suggested to model a separate process of roadmap development, to determine their parameters, and to approve company’s internal routines.

Added: Oct 27, 2017
Article
Белявский Б. А. Российский журнал менеджмента. 2019. Т. 17. № 2. С. 179-202.

Based on economic-sociological, marketing, and strategic management literature, we combine two classifications of inter-firm relations (horizontal and vertical) and propose the original typology of four ideal types of inter-firm exchange. The quantitative prevalence and the comparative economic efficiency of each ideal type are estimated using indicators of sales dynamics, changes in commodity range and competitive positions. The empirical analysis is based on data from a standardized survey of 684 corporate managers (of retailer and supplier firms) operating in Russia in the food and non-food markets conducted by the HSE in 2016. The analysis revealed high prevalence of building intensive inter-firm relations in the supply chain and low prevalence of network connections with competitors. Additionally, the combination of horizontal relationships with competitors and building vertical relationships in accordance with the concept of relationship marketing is associated with the highest rates of economic efficiency.

Added: Jul 25, 2019
Article
Третьяк О. А., Румянцева М. Н. Российский журнал менеджмента. 2007. Т. 4. № 4. С. 75-92.
Added: Mar 29, 2009
Article
Долгопятова Т. Г., Томашук И. О. Российский журнал менеджмента. 2013. Т. 11. № 4. С. 3-30.
Added: Nov 16, 2013