A framework of successful organizational practices in Western multinational companies operating in Russia

Alexei Koveshnikov, Wilhelm Barner-Rasmussen, Mats Ehrnrooth and Kristiina Mäkelä

Journal of World Business, 2012, vol. 47, issue 3, 371-382

Abstract: Russian organizations have undergone significant changes since the 1990s. A new generation of Russian managers has come to the fore in Russia, who are eager to learn and open to Western knowledge. In turn, Western multinationals have also learned the fundamentals of doing business in Russia. How these developments are reflected in today's operations of Western multinationals in Russia remains – albeit with a few exceptions – largely unexplored in the academic literature. To address this gap, this paper explores what are the organizational practices and how do Western multinationals utilize them when striving to succeed in today's Russia. Based on two explorative case studies and 64 personal interviews with top and line managers it identifies four organizational practices, such as management training, corporate culture management, intercultural and linguistic training, and HRM practices, and two internalization mechanisms, such as boundary spanning, and reliance on local competence. The analysis elucidates important changes that have occurred in Western-Russian business relations and underscores important practical implications.

Keywords: Russia; Organizational practices; Multinational; Internalization mechanisms; Boundary spanners (search for similar items in EconPapers)
Date: 2012
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Citations: View citations in EconPapers (7)

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DOI: 10.1016/j.jwb.2011.05.005

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