May Conference on Strategic Management

First announcement and call for papers

Environmental and Material Flow Management

First announcement and call for papers
SJM is covered by SCOPUS (

Since 2006, Published by Technical Faculty in Bor - Serbia. 

Electronic version of this Journal is an Open Accessed source of information  

SJM is covered by EBSCO Publishing (

Serbian Journal of Management
2017, vol. 12, iss. 1, pp. 133-141
article language: English 
Original Reseacrh Paper
Full text (pdf)
Global pressure or national identity: strategic challenges for Russian business schools
Valentina Gerasimenko and Olga Molchanova
Lomonosov Moscow State University, Faculty of Econimics, Moscow, Russia



In the context of globalization of the business education market, Russian business schools face a complex managerial problem - how to preserve a business school's identity. The parameters of demand for managerial education in Russia have become significantly more complicated, new global competitive pressure forces have arisen, compelling business schools to adjust and revise their strategies and comply with international standards of the global business education market. Normative pressure is one of the key reasons that encourage business schools to adapt successful overseas education models. However, the impact of market logic often covers normative appeals to adaptation, as reflected in copying and adoption of the US MBA model. Our research aims to show what the priorities of Russian business school MBA students are today in choosing a business school, as well as which of the competencies of graduates are most on demand in the Russian labour market. The research was conducted over a period of three years (from 2014 to 2016), 358 Lomonosov Moscow State University MBA program graduates who study in Russia and Kazakhstan participated in our questionnaires. The structure of qualities stated by our graduates raises serious challenges to the content and standards of MBA programs in the global context, especially considering the cultural code of the nation, manifested in the practice of doing business. Globalized and marketable specialized managerial knowledge is clearly a priority among graduates today. Greater attention is being devoted to new innovative models in the field of managerial education (edtech platforms, on-demand platforms, subscription model, freemium model, etc.). The development of innovative models by traditional business schools may cause tension between efficiency and innovation as well as conflicting managerial tasks.  Among strategic priorities for Russian business schools under the influence of globalization we highlight: diversification of educational products and services; learning of a complex nature, which increasingly represents the integration of three types of activity: research + learning + consulting; reengineering of educational, organizational, administrative, and marketing processes performed at business schools. The forms of these directions implementation and their effectiveness in the context of the global education market should be the subject of further study.
CC By link
This Work is licensed under a Creative Commons Attribution 4.0 License.


Management education, global educational market, MBA programmes, strategy, Russian business school


Newly uploaded article: references checking, normalizing and linking in progress.
Battilana, J., & Dorado, S. (2010). Building sustainable hybrid organizations: The case of commercial microfinance organizations. Academy of Management Journal, 53 (6), 1419–1440.

Blass, E., & Hayward, P. (2015). Developing globally responsible leaders: What role for business schools in the future? Futures, 66, 35-44.

Brown, T. (2008). Design thinking. Harvard Business Review, June, 84–92.

Cantarello, S., Martini, A., & Nosella, A. (2012). A multi-level model for organizational ambidexterity in the search phase of the innovation process. Creativity & Innovation Management, 21 (1), 28–48.

Cavanaugh, M., Giapponi, C., & Golden, T. (2016). Digital Technology and Student Cognitive Development: The Neuroscience of the University Classroom. Journal of Management Education, 40 (4), 374–397.

Currie, G. (2007). Beyond our imagination: The voice of international students on the MBA. Management Learning, 38 (5), 539–556.

Currie, G., & Knights, D. (2003). Reflecting on a critical pedagogy in MBA education. Management Learning, 34 (1), 27–50.

David, E. (2016). Edtech platform Coursera targets enterprise with ‘Coursera for Business’. Available at:

Dive Brief. (2016). Coursera embraces Netflix subscription model for course access. EducationDIVE. Available at:

Ed Tech Developer’s Guide. A primer for software developers, startups, and entrepreneurs. (2015). U.S. Department of Education, Office of Educational Technology. Available at:

Espinosa, R.A.P., & Torres, F.C. (2016). What managers really do and the skills required: knowledge provided by direct observation studies. Ponte Academic Journal, 72 (8), (accessed date: 13.07.2016).

Gerasimenko, V., Razumova, T., & Echenique, V. (2015a). Rethinking further professional education: search for multidisciplinary and new technological approaches. Proceedings of 9th International Technology, Education and Development Conference (INTED2015), IATED Academy Madrid, Spain, 3270-3276.

Gerasimenko, V., Razumova, T., & Echenique, V. (2015b). Discussing “MBA crisis”: current challenges and trends in business as evidenced by the educational experience. ICERI2015 Proceedings: 8th International Conference of Education, Research and Innovation Seville, Spain, IATED Academy Seville, Spain, 8174-8181.

Kodeih, F., & Greenwood, R. (2014). Responding to Institutional Complexity: The Role of Identity. Organization Studies, 35 (1), 7–39.

Lamb, P., & Currie, G. (2011). Eclipsing adaptation: The translation of the US MBA model in China. Management Learning, 43 (2), 217–230.

Lancione, M., & Clegg, S. (2015). The lightness of management learning. Management Learning, 46 (3), 280–298.

Liang, N., & Lin, L. (2008). Erroneous learning from the West? A narrative analysis of Chinese MBA cases published in 1992, 1999 and 2003. Management International Review, 5 (5), 603–636.

Moratis, L. (2016). Decoupling Management Education: Some Empirical Findings, Comments, and Speculation. Journal of Management Inquiry, 25 (3), 235–239.

On demand courses. (2015). Coursera Community Operations. Available at:

Papachroni, A., Heracleous, L., & Paroutis, S. (2016). In pursuit of ambidexterity: Managerial reactions to innovation–efficiency tensions. Human Relations, 69 (9), 1791–1822.

Reay, T., & Hinings, C.R. (2009). Managing the rivalry of competing institutional logics. Organization Studies, 30 (6), 629–652.

Rostasova, M., Corejova, T., & Chrenkova, A. (2013). Transfer of scientific research into lifelong learning at the University of Zilina. Procedia – Social and Behavioral Sciences, 106, 3149-3158.

Sturdy, A., & Gabriel, Y. (2000). Missionaries, mercenaries or car salesmen? MBA teaching in Malaysia. Journal of Management Studies, 37 (7), 979–1002.

VCIOM. (2016). Press-vipusk №3151. 13.07.2016

Web references: