EXTENDING HUMAN RESOURCE MANAGEMENT PRACTICES IN RUSSIA: THE ROLE OF TRUST
Lisa C. Barton, Dr., Cardiff Business School, Cardiff University, United Kingdom
Harry Barton, Nottingham Business School, Nottingham Trent University, United Kingdom

Abstract
For Russian organizations to compete successfully in the global economy they must adopt the most appropriate forms of leadership and organization to develop the necessary competencies to achieve this (Kets De Vries 2000). The authoritarian management style, common in Russian organizations, constrains individual initiative, empowerment, creativity and innovation (Linz et al. 2006; Fey et al. 2004; Fey & Denison 2003). Russian human resource (HR) practices  need to challenge old mind-sets characterized by obedience to authority, distrust, the use of coercive power and an emphasis on rank and status (Costigan et al. 2007; Ashwin & Popova 2006; Alexashin & Blenkinsopp 2005). At the same time HR practices can build on elements of collectivism, inherent in the Russian culture (Vadi & Vereshagin 2006).  This paper uses the concept of trust to highlight that Western HR practices can be effectively extended to Russian organizations in the development of the requisite competencies for global competitiveness.
Keywords: Russia, cognition-based trust, affect-based trust, power-distance, collectivism