Corporate Ownership, Leadership and Job Charateristics in Russian Enterprises

This study tests the application of the Western theory of organization's ownership in Russia, suggesting that ownership types – such as state-owned and private – influence leadership style and employees' jobs characteristics. A sample of 724 Russian employees in 15 service and manufacturing companies was surveyed. The results indicate that, contrary to Western theories, the leadership in Russian state-owned enterprises tends to be perceived as being more effective than the leadership in private enterprises. Similarly, jobs in state-owned enterprises are more enriched than in private companies. Explanations and implications are provided.leadership, job characteristics, state-owned enterprises, private organizations, Russia

International itinerants and traditional expatriates : different breed or different circumstance?

Version of RecordThis exploratory study extends the concept of boundaryless careers toward international career management. It focuses on a new breed of expatriate managers who are becoming more prevalent in multinational corporations—the international itinerant. A group of 52 traditional expatriate managers is compared with a group of 86 international itinerants and, contrary to previous propositions no differences have been found in the levels of organizational commitment, locus of control, and instrumentality of the two groups. Explanations of the findings and propositions for future research are provided.Shaydulova A. & Banai, M. (2007, October). International Itinerants and Traditional Expatriates: Different Breed or Different Circumstance? Presented at the Academy of International Business U.S. Northeast Chapter Regional Meeting, Portsmouth, New Hampshire. Retrieved from http://academicarchive.snhu.ed

Cultural adaptation of expatriate managers in foreign banks in London

The research attempts to answer the question whether bank managers who are transferred from HQ in their parent countries to subsidiaries in foreign countries change their managerial behaviour. Four dimensions of managerial behaviour were analysed; Power Distance, Uncertainty Avoidance, Individualism and Masculinity (Hofstede 1980). Three general theories were used in order to describe, explain and predict changes in behaviour of expatriate managers. They were Socialisation Theory (Pfeffer 1982), Role Theory (Katz and Kahn 1978) and Power Theory (McClelland 1957, Mulder 1977). The managerial behaviour of HQ executives in multinational banks in New York, Amsterdam and Tel Aviv was compared with the behaviour of their colleague expatriates and British managers in the subsidiaries of the same banks in London. 256 questionnaires were detained, and a statistical analysis was conducted in order to reveal similarities and differences between the three groups of managers. The findings suggest that expatriate managers decrease their scores on Power Distance, Uncertainty Avoidance, Individualism and Masculinity upon international transfer from the United States, Holland and Israel to Great Britain. In addition, they change some of their attitudes towards their task environment. However, they do nct change their general values. The role of the managers (expatriate managers or HQ officials) can best predict their managerial behaviour. Socialisation in the parent country - which was measured through the variable of Nationality, or socialisation in the host country - which was measured through the variable of Length of Service in the host country - were found to he less predictive than the role of the manager. The 'power Fositicn' was found to be the least predictive factor in analysing the change in managerial behaviour of expatriate managers

Expatriate Managers′ Loyalty to the MNC: Myth or Reality? An Exploratory Study

This exploratory study examines five antecedent conditions of organizational commitment among groups of American, Dutch, Israeli and British managers in six multinational banking corporations. Role, nationality, age, seniority, and rank are tested as correlates of the organizational commitment construct among three groups of managers: Headquarters (HQ) officials, expatriate managers, and host-country managers in foreign subsidiaries.No support was found to the widespread belief that expatriate managers are more loyal to the company than host-country nationals. Age predicted organizational commitment more accurately than did nationality or role. Further analysis of the organizational commitment construct found evidence for a two-factor model: Loyalty/identification and involvement. Age was then found to be predictive of organizational loyalty/identification and nationality predicted organizational involvement. Managers′ nationality could therefore be used to compare and differentiate their organizational involvement.© 1993 JIBS. Journal of International Business Studies (1993) 24, 233–248

Alienation in state-owned and private companies in Russia

This study explores the level of alienation among Russian employees in state-owned and private business organizations over a period of 2 years. Based on the employment situation in Russia, employees in private companies were expected to be more alienated from their work than employees in state-owned companies. Survey data have been collected from 725 employees in five state-owned and three private Russian companies in 1994 and 1995. The results indicate that employees in private companies are more alienated than their counterparts in state-owned companies. Moreover, while the level of personal alienation has not changed over the 2-year period, social alienation has become more prevalent. It is concluded that as opposed to social alienation, which tends to change with a transition in the political and economic systems, Western style personal alienation is a steady measure of individual's attitude towards life that hardly changes in reaction to environmental changes. Logistic Regression analysis revealed Self-Estrangement to be more prevalent among employees in private companies than among employees in state-owned companies. Implications for research and practitioners are discussed.Alienation Logistic Regression Public sector Private sector Russia Transitional economy

The influence of supportive leadership and job characteristics on work alienation: A six-country investigation

This study examines the relationships between supportive leadership and job characteristics and workers' alienation in Cuba, Germany, Hungary, Israel, Russia, and the United States. One thousand and nine hundred and thirty-three workers and non-managerial personnel participated in the research. Supportive leadership and job characteristics were found to be related to alienation. Evidence is provided along with implications for theory and practice.Alienation Supportive leadership Job characteristics

Biomarker-Guided Assessment of Acute Kidney Injury Phenotypes E among ST-Segment Elevation Myocardial Infarction Patients

Recent practice guidelines recommended the use of new stress, functional, and damage biomarkers in clinical practice to prevent and manage acute kidney injury (AKI). Biomarkers are one of the tools used to define various AKI phenotypes and provide prognostic information regardless of an acute decline in renal function. We investigated the incidence and possible implications of AKI phenotypes among ST elevation myocardial infarction patient treated with primary coronary intervention. We included 281 patients with STEMI treated with PCI. Neutrophil gelatinase associated lipocalin (NGAL) was utilized to determine structural renal damage and functional AKI was determined using the KDIGO criteria. Patients were stratified into four AKI phenotypes: no AKI, subclinical AKI, hemodynamic AKI, and severe AKI. Patients were assessed for in-hospital adverse events (MACE). A total of 46 patients (44%) had subclinical AKI, 17 (16%) had hemodynamic AKI, and 42 (40%) had severe AKI. We observed a gradual and significant increase in the occurrence of MACE between the groups being highest among patients with severe AKI (10% vs. 19% vs. 29% vs. 43%; p p p = 0.004) for hemodynamic AKI, and 12.9 (95% CI 5.59–30.1, p < 0.001) for severe AKI. In conclusion, among STEMI patients, AKI is a heterogeneous condition consisting of distinct phenotypes, addition of novel biomarkers may overcome the limitations of sCr-based AKI definitions to improve AKI phenotyping and direct potential therapies