 The strategy process in Russian 'non-strategic' companies: coping with economic recessionPost-Communist Economies, 2009, vol. 21, issue 4, 439-451 Abstract: This article reports on the behaviour of Russian medium-size companies during the first months of economic recession. Using a convenient sample survey and a series of corporate stories we examine the options for turnaround strategies and the patterns of strategic choice. We find that economic recession provoked the 'return' of company owners to the role of 'internal strategists' or even into operations management. Under such conditions companies with dispersed ownership have visible disadvantages in building a consistent strategic agenda and timely implementation of robust strategies, as any strategic actions largely depend on a 'concert' of corporate strategists. Factor analysis of the actions implemented or planned for implementation reveals two patterns of strategic behaviour - cost leadership and differentiation. Cost leadership is the more popular option as it provides more chances for sustainability in the short term. The selection between the two strategic options is less determined by the company's past performance and competitiveness than by ambitions of key 'internal strategists'. Date: 2009 Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:taf:pocoec:v:21:y:2009:i:4:p:439-451 Ordering information: This journal article can be ordered from DOI: 10.1080/14631370903339849 Access Statistics for this article Post-Communist Economies is currently edited by Roger Clarke More articles in Post-Communist Economies from Taylor & Francis Journals |
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