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This case study portrays Gordon Lankton, a highly successful U.S. executive who, drawing upon the relationships he had built during two decades of doing business in Russia, succeeded in having Moscow's renowned State Tretyakov Gallery lend priceless icons to his new museum in a small Massachusetts town. We demonstrate how a charismatic and gently determined executive-turned-museum founder exhibited transformational leadership while bridging business and the arts across cultures. The case study includes an interview with Gordon Lankton and is followed by a commentary that features an interview with Kent dur Russell (the Museum of Russian Icons curator) and a strengths, weaknesses, opportunities, and threats (SWOT) analysis of Lankton's leadership style. © 2010 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

A company's social responsibility grounded in appropriate ethical values. Accountability for this foundation lies with the corporate leadership, which is responsible for establishing organizational values and culture. When a breach occurs in this leadership process, or when a transition-economy organization is entering the global arena, an ethical turnaround is generally needed. We created this term to describe the leadership process needed to regain, or initially establish, corporate credibility and legitimacy in the eyes of stakeholders. These leadership requirements go beyond those needed in a strategic turnaround since they must help resuscitate an organization's cusses transformational leadership during ethical turnarounds in developed economies (focusing on Tyco) and in transition economies (focusing on Troika Dialog in Russia). We conclude with implications for business leaders in both economic settings. © 2008 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

This article discusses the critical role of corporate governance in Russian business and management and its potential for promoting corporate social responsibility in that country. We describe the current state of these two phenomena and examine their linkages as they exist in Russia, and explain that this situation also applies in other transitioning economies. We conclude with implications for non-Russians who would do business with Russian counterparts, and reasons why they should be aware of how these important issues can affect their dealings in those situations. © 2008 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

Determines how Hofstede's five cultural dimensions apply in Russia. Uncertainty avoidance; Individualism and collectivism; Power distance; Paternalism; Masculinity and femininity.

The business climate in Russia during the first half of the 1990s has been uncertain and difficult. Many companies would hesitate to invest in such a risky environment. Yet some have, and many others will do so, in light of President Boris Yeltsin's continued commitment to a market economy, and other positive developments. A survey of 49 American firms compares 24 American early entrant companies which began doing business in Russia before 1990, with 25 later arrivals. Companies in both groups shared many views about doing business there. However, differences between the two groups concerning motives, attitudes, and strategies suggest characteristics which might contribute to longer term staying power in this uncertain environment. Analyses are supplemented with examples of recent company activities, particularly those of early entrants. The article concludes with lessons based on early entrants' experiences. These lessons may benefit other firms like the newer entrants if they too choose a similar long-term horizon. [ABSTRACT FROM AUTHOR]

Most research on the use of sanctions has proceeded from an operant conditioning perspective. The general hypothesis explored here draws on social learning theory and examines the impact of positive and negative sanctions on group members other than the member actually sanctioned. Results of a laboratory experiment using 48 subjects in a repeated measures design and a field study with 106 respondents suggest that both rewards and punishments can have positive effects on observers' motivation, satisfaction and feelings of equity. Failure to use an appropriate sanction is associated with significantly lower levels of motivation, satisfaction and equity among task group members. [ABSTRACT FROM AUTHOR]

The article presents a study on the influence of motives and incentives on volunteers' attitudes and performance. The study was conducted at the United Way in Buffalo, New York, a unit of an umbrella national voluntary organization. The organization offered a variety of incentives to appeal to the diversity of volunteers' motives. Two questionnaires were offered, one for supervisors who reported volunteers' performance and the incentives they used to motivate each volunteer, and one for volunteers who indicated their motives for volunteering and their attitudes toward volunteering. Results indicated that congruent matches of the type and strength of motives and incentives were associated with the most positive affect about being a volunteer.

This article investigates Russia's historical and current innovation initiatives through the lens of institutional theory, utilizing the triple-helix innovation model, which we have extended to include the context of Russian culture. The Russian government has embarked upon a national innovation policy and has committed billions of dollars with the goal of developing a knowledge-based economy to enhance participation in the global arena, while simultaneously diversifying away from energy and natural resources. Historically, Russia has typically not succeeded with innovation beyond the idea, and sometimes product development, stages. Our primary conclusion is that the inadequacy of formal and informal institutional support has created historical barriers in Russia, some of which are currently being addressed to develop an innovation ecosystem encompassing a more supportive institutional infrastructure. The article concludes with implications for US firms and universities involved with innovation activities in Russia. © 2014 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]