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)
Divinity Rules: Towards a Revised Typology of Multinational Corporate Parenting Styles
2017 · ARTICLE · en
Based on a review of allied literatures, along with evidence from two waves of research conducted in a range of wholly owned multinational subsidiaries operating in Russia, we seek to reignite interest in corporate parenting theory. In an effort at so doing, we advance a revised and extended typology of multinational corporate parenting styles designed to capture the continuum of different approaches observable in multinational headquarter-subsidiary interactions. Invoking ancient Greek mythology, we propose a four-way classification of dominant styles. Multinational corporations pursing a Cronus parenting style emphasize exploitation and demonstrate a proclivity for continuously extracting value from their subsidiary units. In contrast, multinationals possessed of a Rhea parenting style focus on adding value to their subsidiaries. In adopting this posture, they place a strong emphasis on care and accommodation in parent-subsidiary interactions. Zeus style multinational parents encourage heroism among their offspring, something that is commonly leveraged through adding financial value to the subsidiary and extracting a range of other types of value in return. Finally, those multinational parents possessed of an Athena style place an emphasis on developing and safeguarding wisdom in their subsidiaries and display a continuous desire for a balanced exchange of value in their ongoing interactions. Arising from our revised typology of multinational corporate parenting styles and the illustrative case examples provided, we set down a number of possible lines of enquiry for future research.
Current Strategic Actions of Russian Manufacturing Subsidiaries of Western Multinational Corporations
2017 · ARTICLE · en
This paper provides a critical analysis of the current strategic actions of Russian manufacturing subsidiaries of Western multinational corporations (MNCs). We retraced the content of strategic actions in various aspects of subsidiary management implemented during 2015–2016 and the activities of strategists of different ranks. We found that some actions implemented during 2014–2016 by MNCs in Russia represent standard strategic practices during downturns. In contrast, other strategic practices (facilities expansion against negative market dynamics and reluctance to change the system of permanent job contracts and abundant employee social benefits) generally contradict with the textbook solution for company strategies during downturns.
Strategic agility and persistence: HEM’s entry into the Russian market of expendable materials for clinical laboratories
2017 · ARTICLE · en
Strategic agility requires having a keen awareness of incipient trends, the ability to quickly make bold decisions, and knowing how to reconfigure business systems and redeploy resources. Strategic persistence is the ability to learn from an experiment, even if it takes a long time. Both are key features of HEM Ltd., a medium-size company based in Moscow that produces instruments, equipment, and materials used in medical laboratories. When HEM moved into the emerging ready-to-use biological culture market, these qualities enabled the firm to change its market focus, adjust its marketing mix, and develop innovative products through cooperative international alliances. Companies from developed countries looking for partners in emerging markets may want to consider organizations with these same characteristics.
Robustness and Flexibility of Human Resource Management Practices: The Results of a Repeated Survey of Russian Subsidiaries of Multinational Corporations
2017 · ARTICLE · en
In this article, we discuss the robustness and flexibility of human resource management (HRM) practices in the Russian manufacturing subsidiaries of multinational corporations (MNCs) facing the difficult economic conditions in the host country. We summarize the identified prevailing arrangements of HRM practices in in the Russian manufacturing subsidiaries of MNCs from previous studies and explain how these arrangements are related to the attempts to transfer high performance working practice principles and modern manufacturing to Russia. We also describe changes to the prevailing HRM arrangements from 2014 to 2016.
CONTRIBUTIONS TOWARDS A RENEWED DEBATE ON MULTINATIONAL HEADQUARTER-SUBSIDIARY RELATIONS:SUBSIDIARY MANDATES, CORPORATE PARENTING STYLES AND COLLECTIVE PSYCHOLOGICAL CONTRACTS
2017 · PREPRINT · en
We argue that multinational headquarter-subsidiary relations in international business remain undertheorized as a result of a dearth of constructs that capture and reflect the complex facets of such relations. Based on data from 40 interviews conducted with senior managers in 25 multinational corporations designed to chart both the evolving competitive arena in which they operate and, against this backdrop, the changing nature of the corporations architecture and network of headquarter-subsidiary relations, we make the case for a focus on subsidiary mandates, corporate parenting styles and collective psychological contracts, three constructs which we believe offer explanatory power in landscaping the contemporary nature of these relations. We suggest that insights garnered from these constructs may offer the prospect of charting and explaining a greater range of issues pertinent to headquarter-subsidiary relationships and, from a theoretical perspective, could serve to renew aspects of the debate on such relationships. Arising from this we present a series of propositions designed to explicate the value of these constructs in opening up potential lines of enquiry in multinational headquarter-subsidiary relations.
Who cut the ribbon? A quantitative analysis of formal opening ceremonies of new plants of multinational corporations in Russia
2017 · ARTICLE · en
This paper reports on a study of formal opening ceremonies of new plants of multinational corporations in Russia. We argue that such ceremonies have profound symbolic meanings, namely “managing anxiety” and “signaling commitment,” as well as practical importance, particularly when top executives of corporate parents meet with top officials from the host countries at such ceremonies. The database embraces the entire population of public opening ceremonies of new plants of western multinational corporations (MNCs) in Russia from 2012 to 2016. The analysis revealed that, in 2016, the unwillingness of both corporate CEOs and local governors to participate in plant opening ceremonies began to increase. More than one-third of plant opening ceremonies in 2016 were “low-profile ceremonies” ignored by top officials from corporate parents and local authorities from host the country. The absence of corporate executives can indicate top corporate executives’ decreased commitment to new industrial projects in Russia. The growing absence of local governors is attributed to the smaller size of newly opened plants and the impact of sanctions imposed on Russia by the US and European Union following the inclusion of Crimea into Russia in 2014. A spectacular increase in the share of “low-profile opening ceremonies” evidenced in the data can also signal that a significant number of MNCs in Russia are adopting “low-profile” strategies when CEOs do not wish to be associated with projects with unclear timing of positive cash flow and increasing difficulties of value appropriation. This paper also indicates a promising direction for further studies—a replication study that should embrace public opening ceremonies of new plants of foreign MNCs in China, India, and Brazil—large countries with solid populations of foreign-owned manufacturing plants.
The cul-de-sac of foreign industrial investments to Russia
2017 · ARTICLE · en
The aim of this article is to determine the rationale for the ‘irrational’ investment behaviour of multinational corporations (MNCs) in Russia. During the on-going recession in a number of major sectors, MNCs have undertaken only a very limited number of divestments and, instead, have commissioned a record number of new manufacturing facilities (by opening new plants and expanding the capacities of existing plants). To explain this phenomenon, we first provide an overview of existing theoretical and empirical studies on investments in difficult locations and divestments of foreign subsidiaries, and indicate the major weaknesses of the prevailing approaches and underlying assumptions of such studies. Next, we present a detailed picture of both industrial investments and divestments in Russia from January 2015 to March 2017. Finally, we indicate how a combination of systemic and contingent factors (pressure from the host country’s government, subsidiaries’ orientation towards the host country’s markets, and the absence of potential local and international acquirers for existing Russian manufacturing facilities of Western MNCs) has created ‘cul-de-sac’ conditions for foreign-owned industrial assets in Russia.
Communications between Managers of Manufacturing Units of Multinational Corporations
2017 · ARTICLE · en
Purpose The paper identifies the factors that shape the intensity and perceived effectiveness of communications between heads of manufacturing units of multinational corporations (MNCs). Design/methodology/approach The paper is based on a survey of heads of MNCs’ manufacturing subsidiaries in Russia. Findings We found that the intensity of most inter-unit communication channels depends on the speed and magnitude of the changes experienced by manufacturing subsidiaries in products and production technologies. The assessment of the efficiency of a communication channel with high media richness strongly correlates to the intensity of its use. Practical implications Subsidiary managers are quickly mastering most easy-to-use channels (i.e., e-mail exchange, talking on the phone, reading corporate magazines) by themselves, but are minimizing their participation in time-consuming activities (i.e., corporate-wide and special conferences, arranging informal meetings with foreign peers) unless they have to manage rapid changes in products and production technologies. Thus, to intensify the voluntary use of inter-unit channels with high media richness, headquarters should instill in subsidiary managers the value of cooperation between manufacturing units. Moreover, the effectiveness of inter-unit channels with high media richness should be properly demonstrated to subsidiary managers to assuage their initial reluctance. Originality/value This paper presents communications between manufacturing units of multinational corporations not as the transfer of abstract knowledge but as routine processes of exchange of detailed information on valuable improvements of the existing practices and solutions to technical and organizational problems common in facility development and mastering new products.
Human Resource Management in Russian Manufacturing Subsidiaries of Multinational Corporations
2016 · ARTICLE · en
This paper reports the results of a survey of top executives at Russian manufacturing subsidiaries of multinational corporations (MNCs). We examine the prevailing types of job contacts and the use of monetary and non-monetary benefits and compare such arrangements with those in locally owned industrial companies. We also reveal differences in human resource management (HRM) policies based on the source of authority over HRM issues (global headquarters, regional headquarters, local groups of companies, etc.). These findings can be used to help predict the evolution of HRM policies in Russian manufacturing subsidiaries of MNCs during the anticipated period of economic recession in Russia.
Oriflame CIS: The Successful Evolution of a Regional Subsidiary's Mandate
2016 · PREPRINT · en
Oriflame CIS, a regional subsidiary of a Swedish beauty and cosmetics company operating in the countries of the former Soviet Union, generated 43 percent of global sales and 62.2 percent of operating profits for the parent company in 2014—despite the fact that markets in Russia and Ukraine were stagnant or declining. Using an attractive remuneration scheme, Oriflame CIS was able to profit from its position as a latecomer to the localization of manufacturing by attracting managers with experience and skills gained from working with the manufacturing arms of other foreign multinationals in Russia. In addition, the firm was also able to enhance links with customers by localizing the process of designing the company’s product catalogues. In significantly expanding its mandate, Oriflame CIS was able to overcome the challenges arising from a volatile market, to increase robustness and to maintain profitability of operations.
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