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This chapter examines the possibilities of economic growth in Russia from the perspective of the development of organizational capability, namely through the study of best managerial practices of multinational companies (MNCs) doing business in Russia, and their use by Russian companies. With tightening competition, companies are forced to focus on the development of organizational capabilities. Our large-scale empirical research into the managerial capabilities and management practices of MNCs and Russian companies employs a comprehensive sample of 1,530 companies and 1,245 companies in 2016 and 2017, respectively, covering the 10 main sectors of economic activity in Moscow and the Moscow region. The analysis was performed across five managerial capabilities: communication, leadership, problem-solving and decision-making, conflict resolution, and motivation, each subdivided into five management practices. Using statistical methods, we identified the major statistically significant differences in and between the managerial practices of MNCs and Russian companies operating in the Russian market, and their dynamics from 2016 to 2017. Taking MNCs operating in the Russian market as a benchmark, we discover that Russian companies need to close the gap in 17 out of the 25 managerial practices in order to maintain competitiveness in the Russian market and be able to influence their economic growth in Russia.

What core strategic capabilities should multinational and domestic firms possess to create competitive organization in Russia? In this chapter, we try to answer this question with our pilot case study of six firms operating in the Russian high-tech, low-tech, and services markets – four global companies and two Russian firms. Our research shows that customer orientation is the crucial strategic capability, highlighted by all of the firms involved in the research. For multinational and high-tech players, this is followed by research and development, mentioned by two-thirds of the respondents. Moreover, the four multinational companies leverage their strategic capabilities of cross-cultural management and general sales capabilities as keys for their success in Russia. Russian firms emphasize importance of entrepreneurship, understanding local customer needs, and an engaged team as strategic capabilities that particularly differentiate them from the multinational players in the Russian market.

The purpose of this paper is to determine the potential of rural and ethnographic tourism for the sustainable socio-economic development of Russian regions.

A system approach was used as a method to study this problem, which allowed the authors to identify the main trends in the development of rural and ethnographic tourism in Russian regions.

The research results were obtained using predictive analysis and by determining the prospects for the further development of recreational services and the forms of their territorial organization. The paper claims that it is viable to use the sites famous for traditional folk crafts in combination with rural tourism when creating tourist clusters as this is beneficial for promising large-scale tourism investment projects.

The relevance of the problem stems from the fact that the comprehensive interaction of rural and ethnographic tourism can become an additional “growth area” of domestic travel in Russian regions. This may be possible because of a certain combination of conditions and factors on the territory of the region, the availability of natural, recreational and ethno-cultural resources.