This book presents the results of an impact assessment study carried out between January and September 2005 in the Russian Federation, notably in the areas of St. Petersburg, Nizhny Novgorod and Tver. The purpose of the assessment study was to highlight the long term impacts of management training initiatives developed in the Russian Federation over the last ten years. From an epistemological point of view, the methodology chosen for the impact assessment was founded on an interpretative approach; so, ‘multiple case studies’, the use of qualitative methods and “field work” were considered as essential parts of the study. The results of the field work were then compared against other secondary data – principally government reports and statistics, evaluation reports and other relevant publications - to cross check the overall coherence of the data from the field with already existing knowledge. The main finding is that a social entity has been created: the “new Russian manager”, inspired by common values and who is becoming “proof”, in the eyes of potential foreign partners, that Russia is a reliable place for business. Recommendations for the design of future training policies in the Russian Federation are drawn. Moreover, this impact assessment study highlights some indications and lessons as a basis for reflection on future activities and policy making in transition economies.

Impact assessment of management training in the Russian Federation, 2015-02.

Impact assessment of management training in the Russian Federation

Quaratino, Luca;
2015-02

Abstract

This book presents the results of an impact assessment study carried out between January and September 2005 in the Russian Federation, notably in the areas of St. Petersburg, Nizhny Novgorod and Tver. The purpose of the assessment study was to highlight the long term impacts of management training initiatives developed in the Russian Federation over the last ten years. From an epistemological point of view, the methodology chosen for the impact assessment was founded on an interpretative approach; so, ‘multiple case studies’, the use of qualitative methods and “field work” were considered as essential parts of the study. The results of the field work were then compared against other secondary data – principally government reports and statistics, evaluation reports and other relevant publications - to cross check the overall coherence of the data from the field with already existing knowledge. The main finding is that a social entity has been created: the “new Russian manager”, inspired by common values and who is becoming “proof”, in the eyes of potential foreign partners, that Russia is a reliable place for business. Recommendations for the design of future training policies in the Russian Federation are drawn. Moreover, this impact assessment study highlights some indications and lessons as a basis for reflection on future activities and policy making in transition economies.
Inglese
978-3-659-64182-4
174
Germany
Saarbrucken
LAP Lambert
A stampa
internazionale
sì, ma tipo non specificato
Settore SECS-P/10 - Organizzazione Aziendale
2
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Utilizza questo identificativo per citare o creare un link a questo documento: http://hdl.handle.net/10808/10963
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social impact