1. Strategic behavior of Russian companies
S. Paklina
M. Molodchik

2. Profiles and strategies*
Strategy as a source of companies’ profiles
Strategic use of intangibles
Competitive advantage and growth of company’s value
* Shakina, E. A., & Barajas, A. (2014). Intangible-intensive profile of a company: the key to outperforming. 
Journal of Intellectual Capital, 15(2),

3. Literature review Paper Author(s) Data Findings
Business Innovation in Russian Industry
I. Gurkov (2004)
Quasi-longitudinal survey of 2,800 top corporate executives of Russian industrial enterprises
4 clusters:
marketing & HR innovations (23%), management innovations (27%), products & tech innovations (27%), generic (23%)
Exploring innovation modes of Russian companies:
What does the diversity of actors mean for policymaking?
L. Gokhberg et al. (2012)
30,800 Russian enterprises in mining, manufacturing and utilities sectors (Institute for Statistical Studies and Economics of Knowledge of HSE)
3 clusters:
radical innovators (23%), active imitation (19%), passive technology adopters (58%)

4. Literature review (cont.)
Paper
Author(s)
Data
Findings
Competition, Innovation and Strategy: Empirical Evidence from Russian Enterprises
T. Kuznetsova & V. Roud (2013)
1,000 Russian companies (European Manufacturing Survey)
4 clusters:
modernizers (33%), innovators (29%), marketers (23%),
generic (16%)
Structural changes in the national innovation system: longitudinal study of innovation modes in the Russian industry
L. Gokhberg et al. (2015)
Pooled cross-section of Russian industrial companies of more than 20 employees for
7 clusters depending on innovations effects: no effect (16.4%), modernization (13.2%), new products (18.9%), quality & efficiency effects (11.3%), product-driven expansion (25.9%), synergic effects (14.4%)

5. Methodology
1st step: principal component analysis for each element of intellectual capital
2nd step: K-means clustering

6. Data
1,096 Russian companies
Period:

7. Preliminary results: PCA
IC index
Human capital
Cost of employees
Corporate university
Board of directors’ education
Structural capital
Internal process capabilities
ERP KM
Site quality
Innovative capabilities
Intangible assets
Patents
R&D expenditures
Relational capital
Networking capabilities
Employment of foreign capital
Export
Citations
Number of subsidiaries
Customer loyalty & reputation
Brands
Advertisement expenditures
Participation in associations

8. Preliminary results: 3 clusters

9. Preliminary results: 4 clusters

10. Preliminary results: 2 and 5 clusters

11. Descriptive statistics