Transplant and process-oriented approaches to international management development

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Abstract
This paper is based on evaluative research into contrasting approaches to international collaboration in management education and training in Russia. Summarizing the findings of two case studies carried out between 1992 and 1996, the first a collaboration between two institutions, aimed at the validation and delivery of a British MBA in Moscow, the second a Tacis-funded project in the oil and gas region of Western Siberia, the paper outlines and compares two models, exemplified in the cases. These are termed: a) the transplant model, in which the aim is product development, and b) the process model, the aim of which is staff development. The unintended, or incidental, impact of the projects on the Western institution is considered alongside the intended impact on the Russian organization. The conclusion drawn is that the process model provides an effective framework for staff development, but only when accompanied by a commitment to organizational learning on the part of the institutions involved. This applies as much to the Western as to the Russian counterparts.

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