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Russia is one of the leaders in outward FDI from emerging market economies and at the same time Russian MNCs have their specific features. The purpose of this chapter is to analyze characteristics of Russian MNCs by researching relationship between specificities of Russian economic and political model, on the one hand, and specific features of Russian MNCs, on the other hand.

For these researches, traditional instruments of neoclassical theory are basically used.

The principal finding is that specific characteristics of Russian MNCs reflect specificities of Russia’s economic and political model. To some extent, they correlate with characteristics of MNCs of other two leading emerging economies – China and India.

Russian MNCs operate in line with principal theories of FDI, that is, on the basis of their country and firms’ comparative advantages. However, they possess specific features: many of them are state-controlled MNCs; private MNCs are controlled by oligarchs; all of them have tight relations with offshores and offshore conduit countries. The comparison with China and India shows that some of these specific features are typical of Chinese and Indian MNCs to more or less extent.

The empirical part of the chapter analyzes scope, industrial and geographical profiles of Russian MNCs, their motivation and management, impact on Russian economy and regional integration.

National MNCs with their offshore affiliates are the leading tax evasion economic agents in Russia. Moreover, stable FDI outflow reduces gross capital formation in Russia which is insufficient (19–25% of GDP) for substantial economic growth by standards of emerging economies in this decade (from 4.3 to −3.8 in Russia, from 6.8 to 9.5 in China, from 5.1 to 7.3 in India).

The principal value (originality) of the chapter is its comparatively detailed review of main aspects of Russian MNCs’ worldwide activity made from the point of view of its connection to Russia’s economic and political model.

The purpose of this study is to show that closure-based classification and regression models provide both high accuracy and interpretability.

Pattern structures allow one to approach the knowledge extraction problem in case of partially ordered descriptions. They provide a way to apply techniques based on closed descriptions to non-binary data. To provide scalability of the approach, the author introduced a lazy (query-based) classification algorithm.

The experiments support the hypothesis that closure-based classification and regression allow one to both achieve higher accuracy in scoring models as compared to results obtained with classical banking models and retain interpretability of model results, whereas black-box methods grant better accuracy for the cost of losing interpretability.

This is an original research showing the advantage of closure-based classification and regression models in the banking sphere.

This paper aims to investigate how the user-controlled parameters of the fused filament fabrication three-dimensional printing process define temperature conditions on the boundary between layers of the part being fabricated and how these conditions influence the structure and strength of the polylactic acid part.

Fracture load in a three-point bending test and calculated related stress were used as a measure. The samples were printed with the long side along the z-axis, thus, in the bend tests, the maximum stress occurred orthogonally to the layers. Temperature distribution on the sample surface during printing was monitored with a thermal imager. Sample mesostructure was analyzed using scanning electron microscopy. The influence of the extrusion temperature, the intensity of part cooling, the printing speed and the time between printing individual layers were considered.

It is shown that the optimization of the process parameters responsible for temperature conditions makes it possible to approximate the strength of the interlayer cohesion to the bulk material strength.

The novelty of the study consists in the generalization of the outcomes. All the parameters varied can be expressed through two factors, namely, the temperature of the previous layer and the extrusion efficiency, determining the ratio of the amount of extruded plastic to the calculated. A regression model was proposed that describes the effect of the two factors on the printed part strength. Along with interlayer bonding strength, these two factors determine the formation of the part mesostructure (the geometry of the boundaries between individual threads).

This chapter examines the evolution of the authoritarian political tradition in Russia from its inception to the present, and its influence on the development of Russian mass media. The authoritarian tradition became most pivotal for daily life in Russia, as it ensured that the media fully ascribed to specific political agendas. The cohesion has consistently affected Russian media coverage and continues to shape it today. The authors investigate how precisely this occurs, focusing on several political events, specifically the current situation in Ukraine. Through studying certain empirical materials concerning the political evolution in Russia, the authors answer the question of whether in the future Russian media will be likely to continue serving as an instrument of political propaganda rather than as a source of non-biased information.

To analyze internationalization patterns among large Russian multinational corporations (MNCs).

Case study analysis of systematic internationalization attempts within three industries: IT, banking, and steel. For case studies, secondary data was used along with industry expert interviews.

The first finding is that Russian firms actively pursuing internationalization strategies through mergers and acquisitions (M&As) and greenfield investments were not as successful as several optimistic assessments had earlier suggested. Few global corporate champions emerged among Russian MNCs, despite a decade of record high outward foreign direct investments (OFDI). Secondly, we observed the unique trend of splitting operations between international and Russian businesses, which proved more sustainable than operating as a single firm. For example, the IBS-Luxoft group achieved success through gradual legal and organizational separation of branches in order to serve rising demand in developed markets and from its Russian business within the same industry. This double-headed strategy divides a business into two parts that are controlled by the same owners, but operate independently: one firm operates within the home market, while another firm aims to expand globally. This seems to be a typical trend, confirming recent findings for Russian small and medium enterprise (SME) internationalization and reinforcing earlier literature on institutional constraints in the Russian economy.

We analyzed major cases from three actively internationalizing industries. For each industry, we extensively analyzed one main case in particular. Industries’ choice also affects specific internationalization strategies.

This study identifies two distinct approaches in the literature on Russian business internationalization and attempts to combine both. We will also highlight organizational dilemmas as well as patterns in Russian businesses’ successful and failed internationalization strategies over the last decade. We identified an original double-headed internationalization strategy consisting of the separation of the national and global businesses, rather than leveraging their synergy. We will also question the established optimistic assessment of Russian MNC internationalization.

The purpose of this paper is to examine managerial styles of Russian managers in the context of institutional and economic environment of contemporary Russia.

The study is based on a sample of 482 line and middle managers covering eight geographic regions, 14 industries and 80 organizations in Russia.

Employing factor and cluster analyses the paper identifies four distinct managerial styles: paternalistic, exploitative, performance oriented and passive. In addition, the paper analyzes a number of contingent characteristics of these typological Russian managers such as their age, career development, regional, industrial and organizational presence.

The analysis enriches the understanding of managerial style idiosyncrasy, heterogeneity and evolution in Russia. The identified plurality of managerial styles, differentially related to a number of contingency variables, indicates that it pays off for western companies to avoid using stereotypical ideas when dealing with their Russian counterparts and employ conscious strategies when recruiting managers to their Russian operations instead.

In this chapter, the title theme of “Disaster by Design” is explored and justified. Even from early times, the Aral Region was subject to alterations of natural conditions due to human intervention, often deliberate and designed. After the final conquest by Russia, the region became a fixed colony as part of the Soviet Union, ripe for exploitation characteristic of the Soviet approach to nature broadly and to stigmatized areas specifically. The Aral region was selected for irrigated cotton and other cultivation even though the consequences for desiccation of the sea, desertification, and salinization were understood. The decision was so calculated that even a cost–benefit analysis was offered to show that the Aral fishery was worth but a fraction of the cotton potential. The destruction of the region was made possible by a Soviet system of central planning and peripheral control. The brief glimmer of hope for the region evidenced during glasnost was the only moment where the Aral's fate was not sealed. The outcome is a model of ecological disaster by design, an environmental injustice, and an indication of the abusive nature of authoritarian power.

In December 2007, Sergey Nikolaev, founder and CEO of the Untsiya company, a tea shop chain in St. Petersburg, Russia, was facing a major decision about the future of his company: should he diversify the business or focus solely on tea sales via exclusive shops? Founded in 2002, the Untsiya Company had enjoyed dramatic growth and great success in the St. Petersburg market. By 2007, having directed the successful roll-out of his tea shop chain, Nikolaev wanted to grow to the next level and was prepared to revise his corporate strategy, even to the extent of changing his existing, stable organizational structure. Students are challenged to select a growth strategy and related organizational changes to implement that strategy.