What Do Russian Managers Really Do? An Observational Study with Comparisons to U.S. Managers

Fred Luthans, Dianne H B Welsh and Stuart A Rosenkrantz
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Fred Luthans: University of Nebraska
Dianne H B Welsh: Eastern Washington University
Stuart A Rosenkrantz: Eastern Washington University

Journal of International Business Studies, 1993, vol. 24, issue 4, 761 pages

Abstract: Recent events have generated considerable interest, but little empirical evidence, in Russia management. This observation study of a sample of managers (N=66) in a large textile factory in Russia used the same definitions, methodology and procedures as a stream of research conducted by Luthans and his colleagues on U.S. “Real Managers” (see Luthans, Hodgetts and Rosenkrantz [1988]). Similar to American managers, the Russian managers in this factory were observed, in order, to perform traditional management, communications, human resources and networking activities. Also similar to the managers studied in the U.S., the Russian managers′ networking activity generally related to their success. The relationship between the Russian managers′ various activities and their effectiveness was less clear, but, like the American managers, the communication activity was a significant predictor across analysis techniques. The implications these findings have for Russia's transition to a market economy are discussed.© 1993 JIBS. Journal of International Business Studies (1993) 24, 741–761

Date: 1993
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