個案總覽

Direct foreign investment in Russia was only 1% of GDP in 1999, and Russian industry was only half as productive in that year as in 1992. Not surprisingly, the prevailing opinion is that privatization has only aggravated Russia's economic problems, and that foreign firms should avoid investing in Russia for the time being. This case study argues that, on the contrary, Russian companies can be successfully integrated within a multinational organization. It shows that an Anglo-Saxon-style revolutionary change process is not always the best way to proceed in Eastern European organizations; that the commonly accepted goals of rapid change, employee empowerment and a flatter hierarchy are not necessarily appropriate in these organizations in the short-term, moreover that even the definitions of trust, strategy and leadership can differ according to cultural context. The challenge lies in understanding the complexities the lingering influence of the Soviet planned central economy - as well as the Russian culture and management systems.

Supplement to case IN1056. Direct foreign investment in Russia was only 1% of GDP in 1999, and Russian industry was only half as productive in that year as in 1992. Not surprisingly, the prevailing opinion is that privatization has only aggravated Russia's economic problems, and that foreign firms should avoid investing in Russia for the time being. This case study argues that, on the contrary, Russian companies can be successfully integrated within a multinational organization. It shows that an Anglo-Saxon-style revolutionary change process is not always the best way to proceed in Eastern European organizations; that the commonly accepted goals of rapid change, employee empowerment and a flatter hierarchy are not necessarily appropriate in these organizations in the short-term, moreover that even the definitions of trust, strategy and leadership can differ according to cultural context. The challenge lies in understanding the complexities the lingering influence of the Soviet planned central economy - as well as the Russian culture and management systems.

This case looks at entrepreneurial leadership and business development on several levels. It addresses issues that typically arise in new ventures and bricks to clicks transformation, including: evolution from the messy start-up stage to a more professional organization; entrepreneurship and internal incubators; strategies for continued growth and diversification; and brand management and marketing. It also looks closely at entrepreneurship in the very complex political and economic environment in Russia, and analyses the way past history and culture influence the course of an entrepreneurial organization's development insights which can be applied to organizations in other Eastern European countries. Finally, the case is a chronicle of a founder-entrepreneur¿s hopes, fears and impressions, an intimate look at the birth and growth of an entrepreneurial organization.