The Influence of Institutional Environment on Corporate Management Practices in the Russian Companies

Olga V. Valyeva
1. Institute of Economics and Industrial Engineering SB RAS, Novosibirsk, Russia
2. Novosibirsk State University
o_valieva@mail.ru
The material was received by the Editorial Board: 06/08/2018

The Influence of Institutional Environment  on Corporate Management Practices in the Russian Companies 

 Abstract 
The analysis of the impact the institutional environment has on the formation of modern corporate practices is important in the context of result-based corporate management in the Russian companies. The study aims to measure the influence of institutional environment on the formation of corporate management practices and sustainable organizational routines. The article presents the details of the survey of top and middle-level management of the companies in the Siberian federal district. The results of the research have shown that over the years, the companies have preferred to exercise management practices of external and internal information flows together with non-standard management approaches and distribution of formal and informal powers in the companies. Besides, the analysis of the surveys for the period of 2012–2016 has revealed the increased influence of tax corruption on the SFD companies’ operation and strengthening of class routines to facilitate corporate administrative bargaining. 
Keywords 
institutional environment, corporate institutions, organizational routines, concentration of power, information flows, informal practices, corruption, corporate class routines 
Funding 
The research was carried out with the state assignment IEIE SB RAS project XI.170.1.2 “Formation of bases of the theory of innovative economy: operational definitions, measurements, models, scientific and technological forecasts and programs” АААА-А17-117022250128-5 

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References: Valieva O. V. The Influence of Institutional Environment on Corporate Management Practices in the Russian Companies. World of Economics and Management. 2018. vol 18, 4. P. 177–189. DOI: 10.25205/2542-0429-2018-18-4-177-189