In recent years there has been a tendency to attribute multilingualcapability to Japanese businessmen to account for their global businesssuccess. But those who subscribe to this…
Abstract
In recent years there has been a tendency to attribute multilingual capability to Japanese businessmen to account for their global business success. But those who subscribe to this point of view are inclined to ignore two influential factors: (a) the complexity of Japanese attitudes to dealing with foreigners and (b) the general Japanese lack of prowess at mastering foreign languages. A discussion of these factors sets the scene for presenting some findings of a survey about foreign language training and international development in a cross‐section of major Japanese companies. This survey concludes that UK and US firms, being so steadfastly monoglot in their international dealings, are inclined to underestimate Japanese determination to understand foreign markets through developing their capability in English and increasingly in other European languages.
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Describes the environment for management education in the formerUSSR, a topic hitherto receiving limited treatment in Western managementliterature. Having placed Soviet management…
Abstract
Describes the environment for management education in the former USSR, a topic hitherto receiving limited treatment in Western management literature. Having placed Soviet management education in the general context of glasnost and perestroika, attention focuses on key developments since the creation of the USSR′s first business school in July 1988 to launch the re‐education of up to 14 million technocrats and officials. A short discussion of the curriculum and orientation of one Moscow‐based management centre follows. Highlights certain stumbling‐blocks in the further development of management education, which involves ever greater participation by Western partners: the problem of communicating management concepts into Russian/post‐Soviet terms of reference and Western management educators′ limited appreciation of the psychology of Russians.
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As the USSR undertakes the transition to a market economy, westernwords and concepts to describe business and management activity arebecoming increasingly used there. The semantic…
Abstract
As the USSR undertakes the transition to a market economy, western words and concepts to describe business and management activity are becoming increasingly used there. The semantic discrepancies between the English word “businessman” and the Soviet word biznesmen are advanced as examples. But the main focus of attention is on the use and implications of the Russified forms of “manager” and “management”, which are becoming very fashionable in the USSR. A short historical review of these terms in the Soviet context is followed by a discussion of the impact of perestroika on the evolution of management as it becomes increasingly independent of Party and planners. Attention is paid to the distinction between industrial managers and entrepreneurs seeking to establish small businesses in the USSR. Use is made of Russian‐language sources.
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This paper seeks to provide an invited response to the Michailova/Jormanainen paper (CPoIB, Vol. 7 No. 3).
Abstract
Purpose
This paper seeks to provide an invited response to the Michailova/Jormanainen paper (CPoIB, Vol. 7 No. 3).
Design/methodology/approach
The author adopts a subjective approach to respond to the Michailova/Jormanainen paper and challenge/develop further some of the authors' findings.
Findings
The author: suggests that a striking capacity for improvisation applied to virtually every human activity in the USSR; agrees with Michailova and Jormanainen that the Soviet Union's knowledge legacy is a far more important resource for Western firms than is usually appreciated, but believes it is very difficult for the latter to use this resource “in a more nuanced manner”; posits that Russia is learning a new language both literally and metaphorically; and concludes that Russians prefer asymmetrical relationships with the West.
Research limitations/implications
There is a need for more research into Soviet history and even earlier periods of Russian history to explain contemporary Russian management and the Russian style of interaction with foreign business partners.
Practical implications
Foreign firms dealing with Russia must learn to live with asymmetry in their relationships with Russian business partners; knowing sharing operates in a zone of severe terminological and attitudinal mismatches.
Originality/value
Historical approach; use of Russian language sources, including Tolstoy; first reference in English‐language management literature of Russia's first Handbook of Knowledge Management.
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Charles M. Vance and Yongsun Paik
Aims to examine within the theoretical construct of absorptive capacity several forms of host country national (HCN) learning, leading to improved productivity in the foreign…
Abstract
Purpose
Aims to examine within the theoretical construct of absorptive capacity several forms of host country national (HCN) learning, leading to improved productivity in the foreign operation, and ultimately yielding more effective knowledge generation and flow throughout the multinational corporation (MNC).
Design/methodology/approach
Used open‐ended exploratory field interviews with 51 host country human resource and middle managers in 49 different MNC foreign subsidiaries with headquarters in six different countries. Learning needs in three major employee levels of operative, supervisory/middle management, and upper management were examined. Notes from the interviews were recorded by hand and combined and analyzed for evidence of potentially beneficial forms of HCN learning using procedures of domain and theme analysis in taxonomy development.
Findings
A total of 12 categories of potentially beneficial forms of HCN learning were identified and discussed relative to their contributions to increased absorptive capacity. These forms of learning included such areas as new employee orientation and entry job skills, MNC predominant language, MNC home country cross‐cultural awareness, supervision and technical operations management skills, expatriate coaching and liaison skills, and MNC strategy and culture.
Research limitations/implications
Provides helpful insights on absorptive capacity to promote further theory development, as well as practical guidance for future HCN training to enhance the effective transfer of management knowledge and practice.
Originality/value
Past research in international management has had a predominant focus on expatriates, failing to identify important contributions that can be made by host country nationals to promote the effective transfer of knowledge throughout the multinational organization.
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Points out that the transformation of Russia into a modernindustrial democracy depends to a high degree on the capacity of Russianmanagers′ to absorb and implement Western…
Abstract
Points out that the transformation of Russia into a modern industrial democracy depends to a high degree on the capacity of Russian managers′ to absorb and implement Western management know‐how; this, in turn, depends on the success of trainers to communicate management know‐how into the Russian/post‐Soviet frame of reference. Focuses on Russian managers′ attitudes to a current training programme commissioned under the EC TACIS (Technical Assistance to the CIS) Programme. Twelve managers, all from the construction sector, were asked to state their expectations of the training programme in relation to their companies and themselves. Analysis of the responses suggested that Russian managers have a very limited self‐image as managers and that they see the West as a key source of solutions to Russia′s economic problems. But a striking implication to emerge was that the Russian managers were inclined to misconceive the applicability of Western management to Russian conditions. Concludes that trainers and policy makers may need to do more to make Russian managers aware of the value of Western management knowledge to Russian society.
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The purpose of this paper is to supply insights into talent management (TM) in Russia in the light of Soviet experience and the contemporary officially sanctioned…
Abstract
Purpose
The purpose of this paper is to supply insights into talent management (TM) in Russia in the light of Soviet experience and the contemporary officially sanctioned business‐antagonistic political culture.
Design/methodology/approach
A diachronic approach, whereby a key dictum of Karl Marx which underlays Soviet thinking and methods is contextualized and applied to post‐communist Russia, and TM practice in Russian firms and foreign firms in Russia is contrasted.
Findings
A key finding is that there is seemingly greater value placed on Russian employees' talents by foreign companies. Six influential factors are identified which give Russian‐style TM a dysfunctional character: Russia's default position (i.e. instinctive gravitation to authoritarian rule), mistrust of institutions, entrenched “bossdom”, persistence of “Soviet mental software”, negative selection, and limited tradition of empowerment.
Research limitations/implications
The paper highlights needs for: comparative empirical studies, contrasting Russian firms' and foreign firms' understanding and application of TM; investigation into the relationship of Russian‐style TM and career progression in Russian companies; and studies into contrasting ways of transferring TM concepts and practices by Western firms.
Practical implications
Foreign firms must be prepared to engage with Russia's prevailing officially sanctioned business‐antagonistic, occasionally xenophobic political culture.
Originality/value
The paper demonstrates how engagement with contemporary Russia for management research purposes requires a deep appreciation of the Soviet period and the complexities of its legacy and judicious use of Russian‐language material adds credibility.