Russian Federation
Russian Federation
UDC 339
Amid global turbulence (currency shocks, sanctions, supply chain disruptions), traditional crisis management models developed in developed countries have limited applicability to emerging markets with hybrid institutional environments. This article presents a comparative analysis of crisis management styles in Russian and Turkish companies during 2021-2025. The study aims to identify nationally specific response styles to currency devaluation and sanctions. The methodology integrates North's institutional theory, Hofstede's cultural dimensions, and Buğra's family capitalism concept; the comparison logic follows Mill's method. The empirical base comprises six large companies (X5 Group, Magnit, KAMAZ - Russia; Koç Holding, LC Waikiki, Turkish Airlines - Turkey). Two national styles are identified: the Russian - «mobilization-centralized» style features rapid centralization (2-6 weeks), reliance on state channels, and low inflation tolerance and the Turkish - «adaptive-decentralized» style features flexible pricing, delegation, clan networks, and high inflation tolerance (investment continued even at 80%). Two non-trivial similarities are also found: the increased role of the state as a lender of last resort and the activation of informal practices. The findings contribute to crisis management theory by demonstrating that managerial responses are deeply mediated by national institutional and cultural environments. Practical recommendations for managers operating in Russian and Turkish markets are formulated.
crisis management, comparative analysis, Russia, Turkey, currency shock, sanctions, management styles, mobilization-centralized style, adaptive-decentralized style
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