F. Luthans et al., WHAT DO RUSSIAN MANAGERS REALLY DO - AN OBSERVATIONAL STUDY WITH COMPARISONS TO UNITED-STATES MANAGERS, Journal of international business studies, 24(4), 1993, pp. 741-761
Recent events have generated considerable interest, but little empiric
al evidence, in Russian 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 condu
cted by Luthans and his colleagues on U.S. ''Real Managers'' (see Luth
ans, Hodgetts and Rosenkrantz [1988]). Similar to American managers, t
he Russian managers in this factory were observed, in order, to perfor
m traditional management, communication, human resources and networkin
g activities. Also similar to the managers studied in the U.S., the Ru
ssian managers' networking activity generally related to their success
. The relationship between the Russian managers' various activities an
d their effectiveness was less clear, but, like the American managers,
the communication activity was a significant predictor across analysi
s techniques. The implications these findings have for Russia's transi
tion to a market economy are discussed.