Can participative management practices be applied in an authoritarian culture

Abstract

Purpose of this paper This paper aims to discuss the case of implementing participative management practices to support changes required following the introduction of a new strategy in a Russian bank. It provides a detailed description of the entire process including the methods implemented and the results achieved. The case study provides insights on how to extend participative management into an organization set in a context of strict regulative policies and an authoritarian culture. Design/methodology/approach The paper presents a case study on how participative management practices were implemented in a Russian bank and provides insights from the case. Findings The findings indicate some successful practices of participative management which can be implemented to identify problems/needs and assist with quick and collaborative decision-making for change without breaking strict banking normative procedures. Practical implications The paper provides insights for further implementation of participative management practices into organizations in an authoritarian context. Originality/Value The paper presents empirical evidence of participative management implementation. This is uncommon for Russian organizations, where the authoritarian culture dominates. Other researchers and managers can use this paper as a source to guide changes within other companies and sectors in similar cultures.

Potential and Future Research Opportunities

“…Thus, banks must also keep advancing and provide effective answers to problems as they arise. For managers, implementing organizational transformation is crucial (Kaniadakis & Linturn, 2022;Litvinov, 2020;Storrs, 2019;van Gilst et al, 2020). To preserve the existence and growth of banks, changes must be made in various aspects of bank administration (Adda et al, 2019;Ehlers, 2014;Goswami, 2020;Kpinpuo et al, 2023;Sghari, Research Paper 2016).…”

“…Organizational change results from employees, management, structure, or technology (Butzbach, 2016;Roberts-Lombard & Reynolds-De Bruin, 2018;van Gilst et al, 2020). Islam et al, (2021) explain that how an organization's management intends to pay attention to change significantly impacts the organization's ability to manage change sustainably.Cited Goswami, (2020); Jeong & Shin (2019); Kaur et al, (2021) ;Litvinov, (2020) Mergers and acquisitions, restructuring, the introduction of technology, downsizing, and other change interventions are examples. Organizational change affects the workforce and employment relationships in addition to using impersonal resources (Butzbach, 2016;Roberts-Lombard & Reynolds-De Bruin, 2018;Zulfiqar, 2017).…”

“…Organizational change affects the workforce and employment relationships in addition to using impersonal resources (Butzbach, 2016;Roberts-Lombard & Reynolds-De Bruin, 2018;Zulfiqar, 2017). Kaniadakis & Linturn, (2022) ;Litvinov, (2020) reveal in their research that while companies are generally quite adept at coordinating and planning the technical and structural parts of change, they struggle to lead and assist the human side of individual reorientation.…”

Pengaruh Implementasi Kebijakan Relaksasi Kredit Dan Budaya Organisasi Terhadap Efektivitas Pencapaian Program Perkreditan

“…Salah satu faktor yang berpengaruh dalam berbagai program perbankan adalah budaya organisasi (de Almeida & de Souza Ramos, 2022), (Litvinov, 2020). Untuk itu efektif atau tidaknya kebijakan relaksasi kredit yang diluncurkan pemerintah juga ditentukan oleh budaya organisasi.…”