Sarah Dixon has produced a fascinating look at the internal workings of four major Russian oil companies during the decade following their privatisation in the mid-1990s. Dixon has utilised her in-depth knowledge of Russia and her business experience in its thriving oil industry to gain access to Russias powerful business titans. Her insights and careful observations have resulted in a masterful analysis of organisational transformation during Russias radical institutional upheaval. The book is a valuable contribution to resource-based theory by explaining linkages between organisational learning, dynamic capabilities, and implementation of organisational transformation. Practitioners will also benefit from the rich case studies offering insight into constraints and enablers of organisational transformation. - Sheila M. Puffer, Northeastern University, Boston, USHere the example of the Russian oil industry in the context of transition from a planned to a market economy is used to develop a three-stage framework for organisational transformation.Four longitudinal case studies of Russian oil companies are drawn upon to explain the process of organisational transformation. The book highlights how and why this process differs between companies within the same industry, explores the complexity of the change process and discusses the importance of the top management team. The links between organisational learning, dynamic capabilities and the implementation of change are analysed. An interesting insight into the constraints and enablers of organisational change is also provided. The framework developed from this study can be successfully applied to other organisations wishing to bring about organisational change.Integrating several perspectives, including a resource-based view, organisational learning, dynamic capabilities and top management team theory, this book will be of great interest to scholars and researchers of business and management, international business and organisational behaviour.
Contents: Foreword Preface 1. Introduction 2. Transition Context 3. Stages of Organisational Transformation in Transition Economies 4. Yukos Case Study 5. TNK/TNK-BP Case Study 6. Lukoil and Surgutneftegaz Case Studies 7. Leadership, Administrative Heritage and Absorptive Capacity 8. Organisational Learning and the Development of Organisational Capabilities 9. Organisational Learning and Dynamic Capabilities 10. Conclusions Postscript References Index
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