How Russian Managers Learn

Warner, Malcolm; Denezhkina, Elena; Campbell, Adrian

doi:10.1177/030630709401900406

Cited by 17 publications

(4 citation statements)

References 6 publications

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“…Many managers experienced difficulty changing their mindsets from the Soviet priorities of the past (Warner et al, 1994), and a call was made for behavioural change in attitudes toward business learning (Czinkota, 1997). In fact, Russian managers as learners did not easily fit into accepted Western theories of management learning (Holden and Cooper, 1994).…”

Section: Management Educationmentioning

confidence: 99%

Business and management in Russia: a review of the post-Soviet literature and future research directions

McCarthy

Puffer

2013

EJIM

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This paper reviews a large number of works published over the past 25 years on many topics of business and management in Russia. The topics are grouped into two major categories -macro and micro, with entrepreneurship covered separately. A brief summary is presented for most individual works. We conclude with implications for practice directed toward Western and Russian managers, as well as policy implications for Western and Russian policymakers. The paper is intended as a resource for researchers focusing on Russian business and management, and for educators, practitioners, and policymakers with interests in this field.

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Section: Management Educationmentioning

confidence: 99%

Business and management in Russia: a review of the post-Soviet literature and future research directions

McCarthy

Puffer

2013

EJIM

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“…Within the Asia-Pacific region, as indigenous management education matures, it is desirable that Australian universities be more closely linked to universities in ASEAN, in particular, in more genuine partnerships than currently exist. As business schools worldwide increasingly recognise that the MBA programme modelled on the US stereotype is, at worst, alien to their business cultures and needs (Cova et al, 1993;Dufour, 1994), or at least is in need of significant modification (Buttery and Tamaschke, 1992;Warner et al, 1994), there will be a need for Australian management schools to adopt a more eclectic view and to cast their perspective beyond the USA to additionally include European and Asian business perspectives (Watkins, 1993). Student and faculty exchanges and joint teaching and research programmes will become more common and will deepen the international character of Australian business schools in the mould of INSEAD (Bredin, 1992) and London Business School today, and will provide students with a more genuinely international perspective.…”

Section: Collaborationmentioning

confidence: 99%

Australian management education at the cusp

Elliott

Glaser

1998

Journal of Management Development

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This article presents a synoptic view of the dramatic environmental change which presently confronts Australian management educators. Written at the same time as the landmark Karpin Committee’s enquiry into the needs of Australian management into the next century, the discussion echoes many of Karpin’s sentiments although it presents the views of educators, which may not always coincide with the views of practitioners. Important issues discussed include: the underlying “philosophy of management education”; the perennial “theory versus practice” debate; the present role of government in influencing the “shape” of management education; the relationship between universities and their industrial clients; the necessity to continuously renew the curriculum; the desirability of collaboration between universities; appropriate use of technology as a delivery mechanism and in the curriculum; the supply of appropriately qualified academics; accreditation; “students as customers” and, finally, the nature of management itself. As might be anticipated, the necessity for business schools to be innovative, flexible and responsive to the dictates of the changing environment is emphasised as is the importance of developing a national character of Australian management education which reflects Australia’s needs and position in the global and regional marketplace.

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“…Western trainers are often seen as having altruistic motives but providing only “theory and unproved long term solutions” to the problem of management development in the former communist bloc[13 ]. Warner[14] suggests that in Eastern Europe managers are now becoming cynical, being unable to perceive many tangible results deriving from the “know‐how” aid and its “endless stream of western consultants”. In part this disappointment is a result of a “romantic” view of what such initiatives could deliver, but also it points to real problems relating to the level of training and consultancy interventions and their cultural relevance to the East European business environment.…”

Section: Management Development In Eastern Europementioning

confidence: 99%

Management development under adversity?

Redman

Keithle²,

Szalkowski³

1995

Journal of Management Development

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Examines the nature of management training in Poland, which has been largely technical and production oriented with little emphasis on strategic or behavioural aspects. Presents case studies of two companies in Poland which are typical of management development in general. Concludes that although there is a need for more professional and entrepreneurial managers at all levels, the economic, political and social changes that are under way are creating pressure to survive and are diminishing organizations′ capacity to commit resources to management development, should they even recognize its significance.

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How Russian Managers Learn

Cited by 17 publications

References 6 publications

Business and management in Russia: a review of the post-Soviet literature and future research directions

Business and management in Russia: a review of the post-Soviet literature and future research directions

Australian management education at the cusp

Management development under adversity?

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