Can participative management practices be applied in an authoritarian culture: A case study from a Russian bank

Abstract

Purpose of this paper

This paper aims to discuss the case of implementing participative management practices to support changes required following the introduction of a new strategy in a Russian bank. It provides a detailed description of the entire process including the methods implemented and the results achieved. The case study provides insights on how to extend participative management into an organization set in a context of strict regulative policies and an authoritarian culture.

Design/methodology/approach

The paper presents a case study on how participative management practices were implemented in a Russian bank and provides insights from the case.

Findings

The findings indicate some successful practices of participative management which can be implemented to identify problems/needs and assist with quick and collaborative decision-making for change without breaking strict banking normative procedures.

Practical implications

The paper provides insights for further implementation of participative management practices into organizations in an authoritarian context.

Originality/Value

The paper presents empirical evidence of participative management implementation. This is uncommon for Russian organizations, where the authoritarian culture dominates. Other researchers and managers can use this paper as a source to guide changes within other companies and sectors in similar cultures.

Citation

Litvinov, A. (2020), "Can participative management practices be applied in an authoritarian culture: A case study from a Russian bank", Development and Learning in Organizations, Vol. 34 No. 4, pp. 17-20. https://doi.org/10.1108/DLO-05-2019-0116