Гурков Игорь Борисович
Высшая школа бизнеса
Профессиональные интересы
Должности
- Профессор — Высшая школа бизнеса, Департамент стратегического и международного менеджмента
Био
- · Начал работать в НИУ ВШЭ в 1994 году.
- · Научно-педагогический стаж: 37 лет.
Образование
- 1998 · Ученое звание: Профессор
- 1998 · Доктор экономических наук: Институт социально-экономических проблем народонаселения РАН, специальность 05.13.10 «Управление в социальных и экономических системах»
- 1990 · Кандидат экономических наук: МГУ им. М.В. Ломоносова, специальность 08.00.03 «История народного хозяйства»
- 1990 · Аспирантура: Московский государственный университет им. М.В. Ломоносова, факультет: экономический, специальность «08.00.03 - экономическая история»
- 1987 · Специалитет: Московский государственный университет им. М.В. Ломоносова, специальность «Политическая экономия», квалификация «Экономист. Преподаватель политической экономии»
Опыт работы
- · 2020: Июль н/вр -- профессор-исследователь Департамента стратегического и международного менеджмента ВШБ НИУ ВШЭ
- · 2012: Май 2002-май зав.кафедры общего и стратегического менеджмента Академии народного хозяйства при Правительстве РФ (нане Россииская академия народного хозяйства и государственной службы (РАНХиГС) при Президенте РФ (по совместительству)
- · 2020 г: Май 1994-март профессор, Высшая Школа Экономики
- · 1993: Август январь
- · 1997 г: научный сотрудник, Фонд экономических иследваний при Университете Эразма Роттердамского, Роттердам, Нидерланды (по совместительству)
- · 1993 г.: Сентябрь-декабрь преподватель, Институт стран Азии и Африки МГУ им. М.В.Ломоносова (ИСАА) (по совместительству)
- · 1993: Февраль 1992-август пост-док, Факультет промышленного производства и управления, Технион, Хайфа
- · 1991 г.: Март 1990-июнь преподаватель, Физико-технический институт (ФИЗТЕХ)(по совместительству)
- · 1990 г.: Март 1990- Ноябрь Научный сотрудник, Сектор управленческих нововведений и хозяйственных экспериментов, Институт экономики АН СССР
Награды и поощрения
- · Благодарственное письмо ректора НИУ ВШЭ (август 2025)
- · Диплом "Основатель Вышки" (ноябрь 2022)
- · Почетное звание "Почетный работник науки и высоких технологий Российской Федерации" (ноябрь 2022)
- · Медаль "Признание - 20 лет успешной работы" НИУ ВШЭ (январь 2018)
- · Почетная грамота Высшей школы экономики (декабрь 2016)
- · Почетный знак II степени Высшей школы экономики (сентябрь 2013)
- · Почетная грамота Министерства образования и науки Российской Федерации (ноябрь 2012)
- · Юбилейный знак "85 лет Плана ГОЭЛРО" (декабрь 2005)
- · Почетная грамота Министерства экономического развития и торговли Российской Федерации (ноябрь 2002)
- · Надбавка за академические успехи и вклад в научную репутацию ГУ-ВШЭ (2009–2011, 2007–2009, 2006–2007, 2005–2006)
- · Надбавка за публикацию в журнале из Списка А (и приравненном к нему научном издании) (2024–2025)
- · Надбавка за публикацию в международном рецензируемом научном издании (2022–2023, 2021–2022, 2018–2019, 2017–2018)
- · Надбавка за регулярные публикации в международных рецензируемых научных изданиях (2025–2030, 2023–2028)
- · Надбавка за статью в зарубежном рецензируемом журнале (2015–2017, 2013–2015, 2011–2013)
- · Лучший преподаватель — 2017
- · Лауреат премии "Золотая Вышка" 2006 в номинации Достижения в преподавательской деятельности
Гранты и проекты
- — · на соискание учёной степени кандидата наук
Идентификаторы исследователя
- ORCID:
0000-0001-8116-0425 - ResearcherID:
H-1501-2015 - SPIN РИНЦ:
5666-9007 - Google Scholar: https://scholar.google.ru/citations?user=lb894rwAAAAJ&hl=ru&oi=ao
- Scopus AuthorID:
6603320551
Публикации (227)
Strategic Orientation of the Firm towards its Stakeholders and Inclination towards Sustainability – the Conceptual Framework
2023 · ARTICLE · en
The purpose of this paper is to address issues related to better identification of strategic orientation of the firm and the impact of strategic orientation on sustainable development of the firm. The paper presents an overview of the existing literature on strategic orientation of the firm, reexamines the major findings and fills the discovered gaps in theoretical constructs and models by new models. In this paper a new model of strategic orientation is proposed based on the type of relationship of a firm with its stakeholders who are considered as suppliers of key strategic resources. Relationship between the firm and its particular stakeholder is presented on an input-output like scheme and the variants of the position of the firm towards all its stakeholders serve as foundation for determining strategic orientation types. Next we present orientation of firms of different strategic types towards sustainability. The paper outlines several novels problems for strategic management and organizational design theory. The paper provides a novel treatment of strategic orientation and particular strategic types.
Shaping the attitudes of Russian managers in ethical issues – personal attributes and environmental pressure
2023 · ARTICLE · en
Purpose - The purpose of this study is to investigate how the attitudes of Russian managers are affected Ьу personal attributes, environmental conditions and also cognitive processes. Design/methodology/approach - Based on social cognitive theory, the authors developed hypotheses and tested them against data collected from 173 Russian managers via an online survey. А linear regression analysis revealed several determinants of ethical attitudes within the Russian context. Findings - The findings suggest that personal values (i.e. political orientation), environmental conditions (i.e. hierarchical level, ownership - state-owned versus private - of the current employer, industry in which а manager works) as well as cognitive processes (i.e. the presence (absence) of multilingualism at the workplace) strongly affect ethical attitudes of Russian managers in several issues related to both job ethics (relations inside the organization) and business ethics (relations outside the organization). Practical implications - Revealing а positive effect of multilingualism as cognitive process on managers' ethical attitudes, this study calls for incorporating а second lingua franca, for example, English, within the working context. Originality/value - The study provides an in-depth investigation of the determinants of ethical attitudes in Russia. Conducting а single-country study, the authors are аЫе to reveal locally meaningful determinants that may otherwise Ье overlooked
Digitalization and Corporate Parenting Styles of Multinational Corporations
2023 · ARTICLE · en
Abstract Purpose – This paper outlines the current and future influence of digitalization on corporate parenting styles of multinational corporations. Design/methodology/approach – We employed conceptual modeling in this study. Findings – We identified five types of corporate parenting styles (Hypnos, Cronus, Rhea, Zeus, and Athena). The overall impact of digitalization on corporate parenting styles is related to new, formidable opportunities for decreasing costs and increasing the efficiency of the intra-corporate transfer of knowledge and talent. Furthermore, digitalization leads to greater tightness in subsidiaries’ performance targets, and greater intensity of control over subsidiaries’ activities, to lower degrees of subsidiary autonomy and a lower level of trust between the corporate headquarters (CHQ) and subsidiary managers. These effects endanger the existence of two corporate parenting styles (Hypnos and Athena) and significant changes for other three corporate parenting styles. Practical implications Digitalization may lead to more homogeneous corporations, with the lower variety of corporate parenting styles and the greater centralization of decision-making in corporate and regional headquarters and stronger control on operations and performance of subsidiaries. Increased opportunities of horizontal value transfer (knowledge) within the corporation will present an additional competitive advantage of subsidiaries of multinational corporations. The increased ability and willingness of corporate and regional headquarters of value appropriation from subsidiaries in different forms (profit, revenues, knowledge, and talent) will force subsidiaries to use that additional competitive advantage to become more aggressive competitors in local and global markets.
Using old theories to find novel solutions in organizational design of large established firms
2023 · ARTICLE · en
We describe how large corporations, facing digitalization and sustainability can use established models and theories to find appropriate organizations design for these “new” challenges. The information processing perspective presented by Jay Galbraith (Galbraith, 1974) can be an appropriate platform to analyze organizational requirements also in new complex and uncertain situation. We use the Miles and Snow (1978) typology to explain how traditional design can be appropriate in the new world of sustainability and digitalization. With the new types of business models, the design should have a holistic view. The design should be split into three levels: the corporation as a whole, the large business units and the operating units. Each of these units can follow traditional organizational forms with an internal market-based coordination combined with digital platform systems. Both large and small corporations now face big challenges related to adapting their business models, managerial processes and organizational structures for digitalization and sustainability. Digitalization and sustainability combine the various pieces of the corporation into a tightly coupled network with a real time coordination of activities making it difficult to obtain local adjustments without disturbing the whole. At the same time, there is a strong need for both being locally agile with a focus on effectiveness and at the same time being very efficient. The literature calls for new organizational forms to handle this situation. We show that “old” designs properly coordinated can be an appropriate design as well.
Sailing through the storm – Performance of Russian manufacturing subsidiaries of multinational corporations in the first year of the COVID-19 pandemic
2023 · ARTICLE · en
The aim of this study is to depict the performance of Russian manufacturing subsidiaries of multinational corporations during the first year of the COVID-19 pandemic. Using a unique handcrafted database of financial reports from 259 subsidiaries for 2019 and 2020, we retraced three indicators of business robustness: the dynamics of revenues, positive profitability, and the level of financial solvency. Most of the studied subsidiaries (85%) were able to withstand the crisis and maintain satisfactory financial solvency. Revenues decreased in 2020 to 40% of the studied subsidiaries, and the share of loss-making subsidiaries reached 31%. However, more than 40% of the studied subsidiaries achieved both an increase in revenues and positive profitability of sales in 2020. In this respect we may assess the level of “ownership advantage” of multinational corporations regarding assisting their subsidiaries to achieve different elements of business robustness during the pandemic.
Strategic tensions in Multinational Corporations during Global Disruptions
2023 · ARTICLE · en
Purpose The purpose of this study is to investigate strategic tensions arising between corporate headquarters (CHQs) and a subsidiary during disruptive events. Design/methodology/approach This study adapted a case study approach combined with action research elements in the context of the COVID-19 pandemic. The focal company is an US IT-company operating in Russia. Findings During the COVID-19 pandemic some sectors and industries, such as the IT sector, received a unique impetus for development. At the same time, our subsidiary started to develop and implement a set of measures to explore and exploit nascent business opportunities without waiting for the formal approval of “subsidiary initiatives” by the corporate or regional headquarters. The subsidiary was able to postpone the implementation of corporate-wide projects which it saw as not well suited to the host country market at that time. Originality We present subsidiaries not as passive receivers of orders from corporate or regional headquarters, but as active partners in the corporate management hierarchy capable to mold effectively certain corporate-wide initiatives and policies.
Стратегические дилеммы деятельности западных корпораций в России
2023 · ARTICLE · ru
В данной статье представлены проблемы выбора поведения западных компаний, продолжающих владеть российскими активами, и обозначены основные дилеммы стратегического выбора, стоящих перед данными компаниями - 1) уйти из России либо остаться в России; 2) уйти максимально быстро либо максимально выгодно; 3) если принято решение остаться, то сокращать или расширять бизнес; 4) если принято решение расширять бизнес, то делать это с сокращением удельного веса расходов на инновации в валовой прибыли (выручке) российского подразделения либо при увеличении доли расходов на инновации в валовой прибыли (выручке). В статье представлены сложности выбора между данными опциями. Основные сложности заключаются в том. что критерии решений находится в разных плоскостях (политические и экономические факторы), и стандартные количественные методы анализа во многих случаях оказываются неприемлемым, так как нет единой метрики сравнения последствий решений. Кроме того, интересы акторов принятия решений крайне разнородны, а скорость изменения обстановки превосходит скорость обычных для международных корпораций процедур принятия решений. В статье представлены основные типы модели поведения компаний в условиях высокой неопределенности, разнонаправленного давления различных акторов стратегического процесса и быстро меняющейся политической и экономической обстановки. Сложившиеся в литературе направления анализа поведения компаний в условиях неопределенности были связаны преимущественно с экономическим дискурсами. Ситуация массированных санкций западных стран против России добавила в качестве важных элементов управленческих исследований политические факторы. При этом вне поля зрения большинства авторов остаются поведенческие аспекты принятия решений. Нами предложено использование для анализа ситуации подходов «теории перспектив» Канемана и Тверски, которая помогает находить объяснение наблюдаемым феноменам и выдвигать гипотезы относительно будущего поведения западных компаний, собирающихся продолжать владеть российскими активами.
Turning a mundane ceremony into a meaningful organizational ritual: Some suggestions for the redesign of ribbon-cutting ceremonies
2022 · ARTICLE · en
Abstract Purpose This paper explores the phenomenon of ribbon-cutting ceremonies for new overseas subsidiaries and demonstrates the possibility of modifying such ceremonies to place greater emphasis on intra-organizational communications. Design/methodology/approach A careful study of 200 videos on 73 ribbon-cutting ceremonies in Russia between 2012 and 2018. Findings Under the current prevalent design, ribbon-cutting ceremonies mostly entail interorganizational communication, i.e., communication between foreign investors and representatives of the authorities of the host country. Meanwhile, in addition to the standard ribbon-cutting ceremonies, we observe several videos on intra-organizational communication, i.e., pseudoformal meetings between the team from the corporate headquarters and employees of a newly built factory. During such meetings, top corporate executives express the importance of the factory vis-à-vis the future of the whole corporation, state their expectations for the further development of the factory’s production facilities, postulate the desired working atmosphere in the factory, and appeal for the commitment and assistance of the employees in safeguarding the future of the investment. Originality/value The findings provide a basis for a broader discussion on the role of ribboncutting ceremonies as staged large-scale events organized by firms to articulate, highlight, disseminate, rationalize, as well as mobilize internal and external support for their strategy.
Grappling for strategic agility during the COVID-19 pandemic: the case of the Russian subsidiary of a large multinational IT company
2022 · ARTICLE · en
Purpose – This paper details the actions of the Russian subsidiary of a multinational IT company, during the COVID–19 pandemic, aimed towards the exploration and exploitation of unexpected business opportunities. It depicts the strategic and tactical actions of the subsidiary and corporate initiatives during the pandemic, revealing tensions between the subsidiary and its corporate parent on implementation of each’s initiatives. Design/Methodology/Approach – A case study is presented, based on action research, using internal documents from the company under consideration, participation in various working meetings, meetings with customers, and interviews with subsidiary management. Findings – The strategic actions implemented by the subsidiary during the pandemic exemplify strategic agility, i.e. a set of activities carried out by a company that create value in a turbulent and unpredictable environment which in turn require systematic variations in specific processes, products and structures. Some of those variations included the unauthorized amendment of internal corporate rules, leading to tensions between the subsidiary and parent company. This case illustrates that such parent-subsidiary tensions are an inevitable element of achieving agility at the subsidiary level, especially during rapid and unpredictable changes in the business environment. Research limitations/implications – This study presents the flow of events in one multinational corporation subsidiary. However, we speculate that similar situations (subsidiary actions exploiting emergent business opportunities and which have been restricted by rigid internal corporate rules and regulations and low receptivity from corporate headquarters) occurred in many multinational corporation subsidiaries, aiming to explore and exploit nascent business opportunities in local markets during the pandemic. Practical implications – The study confirms the necessity for the review of the functioning of the corporate immune system of large multinational corporations to allow more subsidiary initiatives to flourish than before the pandemic. Originality – The paper presents a case of strategic agility at subsidiary level during the pandemic. It also uncovers the black-boxing managerial decision-making processes in headquarters-subsidiary relations during the extreme turbulence of business environment.
Guest Editorial
2022 · ARTICLE · en
The emergence of the COVID-19 pandemic and the multidimensional impacts on organizational management it brings inspired us to call for papers for this special issue. In effect, the issue presents a collection of full-length articles and research notes devoted to the experience of enterprises during the first year of the COVID-19 pandemic in various East European countries (Poland, Hungary, the Czech Republic, Russia, Armenia, and Bosnia and Herzegovina). The studies cover the presentation of tendencies and trends in particular sectors (by Kaźmierska-Jóźwiak, Sekuła, and Sacha), in-depth analyses of a pair of similar subsidiaries of multinational companies (by Shchetinin and Lapshin) and of a sample of small and medium size enterprises (by Gittins, Freész and Huszák), examinations of the impact of the pandemic on the HR management of different types of enterprises in the national economy (by Bešić and Rahimić and by Beglaryan, Gabrielyan and Shakhmuradyan), the exploration of different managers’ anticipations and reactions to the crisis situation (by Čejka and Sadílek and by Obłój, Ciszewska-Mlinarič, Wąsowska, Wójcik, and Milancej).
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