Russia's innovation reform - the current state of the special economic zones

Approximately 20 special economic zones (SEZs) have been founded in Russia. Four of them are innovation zones, two manufacturing zones, seven tourism zones, three port zones and two old zones of the 1990's, namely the Kaliningrad SEZ and the Magadan SEZ. Additionally, four gambling zones are to be opened by July 2009. The Russian SEZs currently produce more plans than results i.e. unrealistic plans characterise the contemporary Russian SEZs. Only the Kaliningrad SEZ and the Magadan SEZ can be classified as fully operational, and therefore, it is far too early to make any firm conclusion on the economic impact of these zones on the Russian economy. On the other hand, it is highly recommendable that a follow-up of the Russian SEZs will be carried out in 3-5 years from now, since the results of today do not necessarily describe the potential of tomorrow.special economic zone; innovation reform; SWOT analysis.

Political Risk for Foreign Firms in Russia

In this article the author discusses the political risks of foreign firms in Russia. Risks vary a great deal between the industries. Telecommunications is the most risky industry for a foreign firm at the moment. State consolidation in the oil and gas business has continued. When Russia experiences difficult times, foreign oil companies enjoy good times in Russia, and vice versa, and therefore, the latest crisis gives, at least, a temporary relief for foreign oil firms. I predict that the metal industry will also see its national champion. The production of electrical energy is a strategic sector, though it was not explicitly named in the law of strategic sectors, and foreign electricity firms operating in Russia may face surprises, if the Russian Government turns more nationalistic in the next decade.Investment climate, political risks, foreign direct investment in Russia

Russian Companies do Innovate

Innovation is a vital process for organizations and countries in order to be able to evolve and have a competitive position in the international markets. This paper is based on a research designed to evaluate the strengths and weaknesses of the national innovation system in Russia. The objective of the survey was to evaluate innovation activity and innovation performance in Russia, as well as to identify the priorities of the government policy to promote innovation.Russia; innovation; national innovation system; performances.

Foreign nationals on the boards of directors of Russia's ten largest non-financial companies investing overseas

This author analyses the international membership of the boards of directors of Russia's ten largest outbound investors. The data used in the study come from the companies' annual reports and official websites. The information is correct as of February 2017. It is concluded that foreign nationals hold 30% of board seats in Russia's ten largest non-financial companies investing abroad. US, British, and German nationals comprise two-thirds of foreign nationals on the boards of directors. Among the 30 foreign holders of board seats, there is only one citizen of China. Women account for five percent of directors in Russia's ten largest investors overseas. The proportion of female directors in Russia's 50 largest corporations is similar. This suggests that internationalisation of Russian companies has not improved the chances for women to enter boards of directors

Management transformation in the former Soviet Union: Estonian managers evaluate past and forthcoming transition

A successful accomplishment of an economic transition does not depend only upon a functioning economic policy but, first and foremost, upon enterprise managers' ability to adapt to the new economic conditions. Enterprise managers are ultimately responsible for the realisation of macro-economic reforms in practice. Therefore, the research should be increasingly focused on the micro-economic transformation. This article describes managerial transformation in Estonia in the 1990s. As Estonia has carried out its macroeconomic transformation most successfully among the post-Soviet republics, Estonian managers' views could provide guidelines for the evaluation of the management transformation in other parts of the former Soviet Union.Die erfolgreiche Bewältigung des ökonomischen Transformationsprozesses hängt nicht allein von einer effizienten Wirtschaftspolitik ab, sondern und vor allem von der Fähigkeit der Manager in den Betrieben, sich an die neuen ökonomischen Bedingungen anzupassen. Sie sind letzten Endes verantwortlich für die Umsetzung der makroökonomischen Reformen in der Praxis. Aus diesem Grunde sollte sich die Forschung vermehrt auf die mikroökonomischen Aspekte des Transformationsprozesses konzentrieren. Der vorliegende Artikel beschreibt die Transformation auf der Managementebene in Estland in den 90er-Jahren. Vor dem Hintergrund der Tatsache, daß Estland bei der makroökonomischen Transformation von allen Post-Sowjetrepubliken am erfolgreichsten war, kann die Sicht der estnischen Manager auch gewisse Hinweise geben für die Evaluation der Transformation auf der Managementebene in anderen Nachfolgestaaten der ehemaligen Sowjetunion

The entrepreneurial and management cultural transformation in independent Estonia

Abstract available: p.i