tailieunhanh - Organization and Development of Russian Business A Firm Level Analysis_7

Tham khảo tài liệu 'organization and development of russian business a firm level analysis_7', tài chính - ngân hàng, tài chính doanh nghiệp phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả | Corporate Restructuring and Performance 215 by the state although Russia s modern history shows that even if this rule is true frequent and significant exceptions to it are allowed. There are two alternative concepts of the BG impact on subsidiaries. One is that of the BG as a means of protection of a subsidiary againstthe external environment Yakovlev Danilov 2007 and the other is that of the BG as an initiator of ring airnedat increasWcornpetittvewess Pappe Galukhina 2006ifdifferencebetween the re connepts lacks deprh because the subsidiaries in both cases increase their competitiveness due to BG membership. Thesefote tho -f p dea bacs for difSemnt hypotheses concerninc thaceencnrattve efhciency cf BG rnernbett and noae-rnernbers. In the former CCS e Bet mentbec enserosérdc may not SSsalay hrg6st productivity than indeeanO enucbddrpcees. The moi a taia oh amdgarnctions is to give independent cnds peisos d boot ins rcrehingtholeccl of oompasc-ble companies. The resulte oSGusien ang anchtaskyconaidn dsnnssnly ceas concept of BG impact on di jcrcductivi-y an6enompatctspcnp saof enterprises incorporated in groups. In the latter case a BG member can be expected to - - S e produrtMty p emalnamvtìon is Se enable members to gain leadership in relevant industries. t- S Testable hypothesnaanddata Our goal in this chapser ia to arnrn6 the hnpothos-i that Rueeinn BGs have a positive impact on s tf enterprises andto soa tie e of the existing ideas about the impact of the Russian BGs on the conduct and performance of their member enterprises. According to these concepts subsidiaries in BGs are relatively large enterprises1 that experience possibly because of their size gdeatar dstficuSsiet in -ì os aakoe-ossenSeg peo ng. Membership in grout S tCc aces ofanCarprbes andrnoca aatine restructuring. More a ftfve soetruccn r t cat é- fora 1 transformations but 016 1 eVot a mescodenSerprsse aclriaaas leadership in the rnasdet. ae is is ece usson ahet eubtidiatias wianmgroupe may