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Intangible-intensive strategies of Russian companies

Author

Listed:
  • Sofia N. Paklina

    (National Research University Higher School of Economics)

  • Mariia A. Molodchik

    (National Research University Higher School of Economics)

  • Carlos Jardon

    (National Research University Higher School of Economics)

Abstract

This paper explores strategic behavior of Russian companies with regard to intangible resources and its link to different types of performance. Additionally, the study addresses the question, whether companies in intangible-intensive profiles have specific characteristics in terms of industry, size, company age and type of ownership. Following intellectual capital view, the study provides a cluster analysis considering four attributes: human resources, innovative capabilities, information and communications technology (ICT) capabilities and relational capital. Analysis of more than 1,000 Russian public companies over the period 2004-2014 reveals three profiles of strategic behavior considering the employment of intellectual resources. The majority of Russian public companies (60%) follow the non-intensive intangible strategy. Only 13% of companies constitute the intangible-intensive profile having endowment of all intellectual resources higher than the sample average. The rest 27% of companies also persuade the intangible-intensive strategy with the focus on innovative capabilities

Suggested Citation

  • Sofia N. Paklina & Mariia A. Molodchik & Carlos Jardon, 2017. "Intangible-intensive strategies of Russian companies," HSE Working papers WP BRP 57/MAN/2017, National Research University Higher School of Economics.
    • Handle: RePEc:hig:wpaper:57man2017
    as

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    References listed on IDEAS

    as
    1. Elena Shakina & Angel Barajas, 2014. "Intangible-Intensive Profile Of A Company: The Key To Outperforming," HSE Working papers WP BRP 22/MAN/2014, National Research University Higher School of Economics.
    2. Peppard, Joe & Rylander, Anna, 2001. "Using an intellectual capital perspective to design and implement a growth strategy:: the case of APiON," European Management Journal, Elsevier, vol. 19(5), pages 510-525, October.
    3. Li, Baibing & Martin, Elaine B. & Morris, A. Julian, 2002. "On principal component analysis in L1," Computational Statistics & Data Analysis, Elsevier, vol. 40(3), pages 471-474, September.
    4. Klochikhin, Evgeny A., 2012. "Russia's innovation policy: Stubborn path-dependencies and new approaches," Research Policy, Elsevier, vol. 41(9), pages 1620-1630.
    5. Kira Kristal Reed & Michael Lubatkin & Narasimhan Srinivasan, 2006. "Proposing and Testing an Intellectual Capital‐Based View of the Firm," Journal of Management Studies, Wiley Blackwell, vol. 43(4), pages 867-893, June.
    Full references (including those not matched with items on IDEAS)

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    Keywords

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    JEL classification:

    • L10 - Industrial Organization - - Market Structure, Firm Strategy, and Market Performance - - - General
    • O30 - Economic Development, Innovation, Technological Change, and Growth - - Innovation; Research and Development; Technological Change; Intellectual Property Rights - - - General
    • G30 - Financial Economics - - Corporate Finance and Governance - - - General

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