Can American Management Concepts Work in Russia? A Cross-Cultural Comparative Study

• Published in: California management review Vol. 40; no. 4; pp. 133 - 156
• Main Author: Elenkov, Detelin S.
• Format: Journal Article
• Language: English
• Published: Los Angeles, CA University of California Walter A. Haas School of Business 01.07.1998; SAGE Publications; University of California, Graduate Schools of Business Administration
• Subjects: Business management; Business structures; Collectivism; Comparative analysis; Comparative Study; Competition; Corporate culture; Cross cultural studies; Cross-cultural analysis; Cultural differences; Cultural values; Culture; Decision making; Dogmatism; Femininity; Individualism; International Business; Leadership; Management; Management principles; Management science; Management styles; Manager behavior; Managers; Motivation; Multiculturalism & pluralism; Power; Russia; Russian culture; Society; Theory; Total quality management; U.S.A; United States; Values; United States > US; Russia
• DOI: 10.2307/41165968
• ISSN: 0008-1256

This article examines the main cultural differences and similarities between American managers and their Russian counterparts. It also explores the applicability of familiar American management concepts concerning leadership styles, motivation approaches, performance appraisal systems, systems for strategic planning, and organizational configurations in the context of the Russian culture. Certain American management concepts—such as legitimate power-based leadership style, employee relations policies, gainsharing, appraisals based on work team performance, strategic improvising, and strategic alliances—can be successfully put into practice in Russia. Differences in managerial values between these two countries, however, require that the application of American management approaches in Russia be carried out patiently and systematically.