Decision making in organisations hostile to knowledge sharing

This paper focuses on some of the specificities of decision making in Russian organisations. These companies usually have a highly centralized decisionmaking. Paradoxically, Russian firms are also known for their relatively high level of hostility towards knowledge sharing. Both characteristics constitute a dangerous combination for strategic decision-making processes in the organisations and their ability to commit resources to adequate actions. On the basis of 53 interviews in 25 companies over the last six years, this paper analyses the interface between different dimensions of knowledge sharing hostility and the consequences these have for strategic decision making.