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Considers the achievements and challenges facing East Asia's workers. The report reviews labor outcomes and evaluates the benefits of rapid growth to workers and the impact that the region's role in the global economy has had on them. It also examines labor market policies and institutions in the region, labor in the transition economies, and the outlook for East Asian workers in the 21st century. Also available: World Development Report 1995: Workers in an Integrating World Stock no. 61102 (ISBN 0-19-521102-2).
At the invitation of the regional authorities, the OECD organised a conference in Tomsk on a regional approach to industrial restructuring in June 1997. This report presents the economic assessment, conference conclusions and recommendations.
Tomsk is one of the oldest established centres of industry and learning in the Russian Federation. The city of Tomsk and its surrounding region now face challenging economic and resource utilisation problems. These must be overcome if the pace of devel
This article investigates issues related to industrial restructuring in Russia. Based on extensive sectoral data it examines, more particularly, levels and changes in labour productivity, unit labour costs and revealed comparative advantages for a large number of Russian industrial sectors. The main findings are the following. First, impressive increases in labour productivity have been achieved since 1997, especially during the post-crisis period. Secondly, this has been true for all major sectors, with the exception of those which are still predominantly state controlled or which suffer from strong state interference. Thirdly, there have been significant relative adjustments within the industrial sector, as labour productivity increased more in less productive sectors. Since the crisis, relative unit labour costs have also adjusted considerably, as less competitive sectors experienced relatively slower wage growth and larger labour force reductions. Fourthly, international ...
Providing integrated assessments as well as detailed country studies, this work provides a comparative analysis of the strategies employed by Russia, China, Poland, Hungary and Czech Republic to deal with the transformation of industrial enterprises.
This book tells the story of what might have been considered an unlikely source of dynamic change in Russia - formerly state-owned manufacturing enterprises and their managers. Based on interviews conducted over a six-year span with managers at 47 manufacturing, light industry, consumer durable, and food processing firms in four Russian cities, the study documents the real world challenge of turning hidebound, often dysfunctional manufacturing operations into thriving companies. With analytical rigor and theoretical creativity, this work will dispel some common misconceptions about the Russian economy and make a contribution to the literature about management, company strategies, and corporate governance.
Russia has embarked upon a difficult process of systemic transformation and economic opening up. While the initial strong GDP decline seemed to have ended in 1997, the real development was facing even more difficult problems as output declined sharply after the Ruble and banking crisis of August 1998: inflation started to increase again, exports and imports were falling, capital flight increasing and unemployment rising. There is broad disappointment in Russia regarding the transformation failure in 1998 since so many people had hoped that the end of the Soviet command economy would bring democracy, prosperity and international integration. While Poland has been able to double per capita income in the 1990s it has fallen by 50% in Russia and this despite considerable IMF involvement and some (modest) support from other international organizations. What were the reasons for transformation failure in the 1990s? What are the ingredients for long term sustainable transformation? What are the internal and international requirements to avoid a second - possibly tragic - failure of transformation in Russia? An international group of researchers has focussed on these problems during a two-year research project financed by the Alfried Krupp von Bohlen und Halbach Foundation. A series of papers were presented at workshops in Potsdam, Bonn and Moscow in 1999 where this book is devoted to four important issues: the Russian transformation crisis, the topic of restructuring, the need for stabilizing Russia and the requirements for modernizing Russia.
The authors explore the labor dynamics of Russian enterprise restructuring, empirically assessing how patterns of job creation and destruction are related to various aspects of enterprise restructuring across firms in different sectors and regions, and to different forms, sizes, vintages, and performance characteristics of ownership. Evidence from case studies - based on more than 50 site visits in 2000 - suggests that jobs have been destroyed, but only to a limited degree in some sectors and regions, largely because of institutional and incentive constraints and a still-widespread "socialist" corporate culture. Jobs have been created - particularly in sectors where devaluation had the most pronounced effect on important substitution and export promotion - but only slowly, mostly for lack of skilled workers and because regional mobility is limited. Labor turnover appears higher within regions than across regions. Newly available data for 1996 - 99 (provided by Goskomstat) for about 128,000 enterprises in 24 industrial sectors in Russia's 89 regions indicates that the typical firm has experienced only modest downsizing - about 12 percent - in number of employees. Smaller firms have entered, and larger, mature businesses have exited some sectors. Except for a lull in 1998, the rate of job creation has steadily increased and the rate of job destruction has declined, dropping substantially in 1998 - 99. "Voluntary" worker separations remain the main - and growing - form of layoff, and the proportion of layoffs through redundancies is shrinking (now about 4 percent of total separations). Firm size and net employment growth are not statistically related, but form of ownership seems to matter. Firm size is also statistically correlated (positively) with profitability, but restructuring through changes in net employment growth appears not to be. It seems Russian restructuring needs to become more efficient.