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This research conducted at Nordic-owned Russian factories asserts that foreign managements have certain latitude to choose their leadership style, although the post-Soviet context, factory size and the scale of investment (small-scale vs. large-scale) set constraints for HR management. The sample consists of seven factories, the number of employees of which ranges from 30 to 1200. It is observed that especially in case of acquisitions or brownfield investments; the Soviet organizational ‘imprint’ plays a decisive role as regards managerial orientation either towards ‘innovative’ leadership or ‘bureaucratic’ management. In factories having Soviet background (in terms of human resources or the characteristics of the locality) and of a larger size, a Nordic-type ‘incorporation participation’ or Soviet-style ‘welfare participation’ model was more likely to be applied, but more or less bureaucratic management was prevailing. Although almost comprehensive systems of innovative HRM were in place in a few smaller workshops, there was a peril that innovative leadership turns out to resemble Soviet-type paternalism. There was neither pure occurrence of innovative leadership nor bureaucratic management among the case studies. This leads us to a conclusion that the style adopted by Nordic managements is contingent upon specific organizational and broader environmental contexts, where it constitutes a hybrid of both innovative and bureaucratic styles.

czestochowa university of technology, faculty of management, publishing section ebooks

The dichotomy between ‘innovative’ leadership and ‘bureaucratic’ management in the post-soviet context : the case of nordic manufacturing companies in Russia