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The strategy process in Russian 'non-strategic' companies: coping with economic recession

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  • Igor Gurkov

Abstract

This article reports on the behaviour of Russian medium-size companies during the first months of economic recession. Using a convenient sample survey and a series of corporate stories we examine the options for turnaround strategies and the patterns of strategic choice. We find that economic recession provoked the 'return' of company owners to the role of 'internal strategists' or even into operations management. Under such conditions companies with dispersed ownership have visible disadvantages in building a consistent strategic agenda and timely implementation of robust strategies, as any strategic actions largely depend on a 'concert' of corporate strategists. Factor analysis of the actions implemented or planned for implementation reveals two patterns of strategic behaviour - cost leadership and differentiation. Cost leadership is the more popular option as it provides more chances for sustainability in the short term. The selection between the two strategic options is less determined by the company's past performance and competitiveness than by ambitions of key 'internal strategists'.

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  • Igor Gurkov, 2009. "The strategy process in Russian 'non-strategic' companies: coping with economic recession," Post-Communist Economies, Taylor & Francis Journals, vol. 21(4), pages 439-451.
    • Handle: RePEc:taf:pocoec:v:21:y:2009:i:4:p:439-451
    DOI: 10.1080/14631370903339849
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    1. Igor Gurkov, 2006. "Innovative Actions and Innovation (In)capabilities of Russian Industrial Companies — An Extension of a Quasi-longitudinal Study," Post-Communist Economies, Taylor & Francis Journals, vol. 18(3), pages 297-313.
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    Cited by:

    1. Gurkov, Igor, 2013. "Why some Russian industrial companies innovate regularly: Determinants of firms’ decisions to innovate and associated routines," Journal of East European Management Studies, Nomos Verlagsgesellschaft mbH & Co. KG, vol. 18(1), pages 66-96.

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