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Describes the birth and demise of the Moscow Personnel Centre. The Centre was founded as a city‐sponsored independent consulting company which developed numerous different personnel and counselling services. Due to an unfocused strategy and inability to secure the support of the new Moscow city government, the Personnel Centre broke apart in 1991.

Analyses business opportunities and strategies for US companies in Russia based on the changing business environment in both countries. International competition and domestic economic pressures in the USA, along with market transition taking place in Russia, create new business perspectives for US firms. These are based on relatively low competition, large market potential, abundance of natural resources and an educated labour force. Many industries and industrial regions in the Russian economy vary in long‐ and short‐term business value for US companies. Different entry strategies should be used by large and small US companies to succeed in Russia. Certain industrial sectors and regions must be considered as priorities by US companies in Russia with regard to the existing and rapidly changing business environment.

This article describes the quality leadership style of a Russian woman entrepreneur who started a successful software operation under a licensing agreement with an American company. A cornerstone of her business philosophy was that quality should be its hallmark Her style reflected many similarities with American entrepreneurship, while other features were unique to the Russian environment, and to herself. Much of her approach can be explained by her bicultural Russian and American background; her leadership style, values, and behavior exhibited a blend of both cultures. These characteristics are analyzed using an integrative framework that recognizes the importance of a quality orientation in all aspects of leadership. The analysis of Olga Kirova's leadership style also takes into account bicultural influences upon her values, ethics, and managerial behavior, and notes a number of similarities and differences from the more traditional Russian leadership style. Conclusions and recommendations are presented about the utility of the framework in a Russian setting, and its value in evaluating leadership styles of potential Russian business partners.

Purpose – The purpose of this research is to compare trends, drivers, and best sustainable development (SD) practices in the Nordic region and California, USA.Design/methodology/approach – Four research propositions are explored: (1) SD is driven by governmental, economic, and social/cultural influences. (2) Social democracy and mixed economies in the Nordic region influence SD differently than the free market system of the United States. (3) The profit-centered, short-term view in the United States impacts SD differently than the longer-term approach in the Nordic region. (4) The egalitarian culture in the Nordic region influences SD differently than the entrepreneurial culture in the United States. The study incorporates a comprehensive literature review, 34 field interviews and research observations in the United States and the Nordic region.Findings – California and the Nordics have similar market economies where SD is largely driven by private sector; however, the role of government more directly influences SD in the Nordic region. Also, the profit-centered, entrepreneurial view of the United States drives innovation in SD based on short-term profitability gains, which ultimately hinders long-term solutions. Alternatively, the egalitarian culture in the Nordic region manifests in more focused and quicker adoption of SD policies. Lastly, the Nordics have a broad range of SD goals and a competitive advantage in key SD technologies. Conversely, California pursues a large variety of technologies without clearly defined goals that tend to be less effective than the Nordic countries.Originality/value of chapter – The chapter identified similarities and differences in SD trends, best practices, policies, and attitudes: California compared to Nordic countries.

The introduction of Mikhail Gorbachev′s perestroika in 1985 marked the beginning of enormous change in the former USSR. Most articles and studies, thus far, have concentrated on the macro economic, political, and social issues involved. Little has been done to assess the changing situation for the managers of Soviet enterprises. This 1990 study of 108 Soviet managers employed in large state‐owned enterprises (including aviation, precision instruments, construction, light industrial machinery, building and wood products) focused on the changes they perceived in their decision‐making authority in four major decision areas. These were: (1) long‐term investments; (2) product considerations; (3) the value chain external to the enterprise; and (4) human resource management. Results indicate that they perceived meaningful change in their authority since the advent of perestroika, and that they foresaw a continuation of such change in the future.