Doctoral Student, Faculty of Economics, Lomonosov Moscow State University, Moscow, Russia, 119991.
Fengchen Wang
PhD Candidate, St. Petersburg School of Economics and Management, National Research University Higher School of Economics (HSE University), St. Petersburg, Russia, 194100.
Shide Feng
PhD Candidate, Institute of Economic Forecasting, Russian Academy of Sciences, Moscow, Russia, 117418. & Institute of Far Eastern Studies, Russian Academy of Sciences, Moscow, Russia, 117997. & Faculty of the Governance and Politics, Moscow State Institute of International Relations, Moscow, Russia, 119454.
Ju Luo
PhD Candidate, Institute of Economics, The National Academy of Sciences of Belarus, Minsk, Belarus, 220072.
Quanzhong Tang
Doctoral Student, Laboratory for Social and Cognitive Informatics, National Research University Higher School of Economics (HSE University), St. Petersburg, Russia, 192148.
Romie F. Littrell
Professor of Management, PhD, Department of Management, National Research University Higher School of Economics (HSE University), St. Petersburg, Russia, 194100.
Alexander Shirov
Corresponding Member of Russian Academy of Science, Doctor of Economics, Professor, Institute of Economic Forecasting, Russian Academy of Sciences, Moscow, Russia, 117418.
In the contemporary landscape marked by dynamic transformations and progress, the Belt and Road Initiative (BRI) has emerged as a pivotal catalyst, exerting a transformative influence on global political, economic, and cultural trajectories. Conceived by China in 2013 and rooted in the historical Silk Road, this initiative represents a concerted effort to reconsider international collaborations, integration, and development spanning across continents. Leveraging their inherent geographic positioning and strategic alignment, China and Russia have forged strategic alliances. The effectiveness of the Belt and Road Initiative hinges on the success of partner countries at every stage along the route. Cultural considerations are pivotal in facilitating and advancing transnational trade collaboration. Utilizing Geert Hofstede's cultural dimension model, we aim to assess variations in organizational behaviour across five human resource management practices: organizational recruitment and selection, employee rewards and benefits, performance evaluation and feedback, training and development, as well as decision-making and leadership practices. This study conducts a comparative analysis in this domain. In the course of this investigation, secondary data derived from a transnational human resource management project were utilized. The study employed inferential independent t-tests through IBM-SPSS to meticulously scrutinize potential variations. Our findings reveal that culture exerts a noteworthy influence across various facets of the organization, manifesting considerable distinctions in communication, human resource policies, management styles, and decision-making approaches. This underscores the imperative of prioritizing negotiation, compromise, and adeptly managing these divergences in the context of cross-cultural collaboration and the administration of Chinese and Russian organizations.