The Social Governance in China and Russia: Similarities and Differences

Abstract

The study aims to identify the factors and mechanisms of social management in Chinese and Russian organizations from the perspective of the sociology of management. Based on empirical data (n = 600), the authors demonstrate that the social behavior of Chinese employees tends to be more reactive, which is largely shaped by a strong hierarchical orientation. This limits personal initiative but simultaneously generates high levels of discipline and collective cohesion. In Russian companies, employee proactivity plays a key role, influenced by the country’s cultural and historical specificities. These differences are reflected not only in employee behavior but also in approaches to social management. Russian enterprises tend to employ comparatively more flexible and individualized management practices, whereas Chinese organizations rely on much stricter mechanisms. Nevertheless, the success of the Chinese economy shows that such an approach is effective in achieving corporate objectives, despite its limitations in fostering employee initiative.