декан — Замулин Олег Александрович
научный руководитель — Автономов Владимир Сергеевич
первый заместитель декана — Коссова Татьяна Владимировна
заместитель декана — Осипова Елена Ивановна
заместитель декана по научной работе — Карабекян Даниел Самвелович
заместитель декана по международным связям — Засимова Людмила Сергеевна
заместитель декана по работе со студентами — Бурмистрова Елена Борисовна
улица Шаболовка, дом 26, корп. 3 каб. 3305
(проезд: м. Шаболовская)
тел: (495) 628-83-68
Non-renewable fixed-term contracts are becoming more used instead of the traditional Russian model of open-ended employment. The authors examine the influence of institutional and organizational factors on the use of fixed-term contracts in Russia with data from a Sur-vey covering 3313 enterprises for the years 2009 to 2011. Probit and Tobit regressions are used to test several hypotheses about the use of fixed-term contracts derived from the litera-ture. The results indicate that state-owned and unionized enterprises are more likely to use fixed-term contracts; and a high level of perceived dismissal protection for permanent work-ers is positively associated with fixed-term contracts use. The incidence and intensity of fixed-term contracts are lower at enterprises with flexible wages. A significant impact of or-ganizational factors is confirmed for fixed-term contracts. Enterprises use less fixed-term contracts, if they have workers with tenure from 5 to 10 years and high job complexity.
This article investigates the role of boards in founder-managed firms with concentrated ownership in emerging markets. The literature frequently suggests that in this type of companies, boards have little influence on the corporate decision making. The article conducts a case study of AFK Sistema—a large Russian founder-managed firm with concentrated ownership. We observe that, contrary to the expectations, in this company, the founder provided real authority to the board, at the same time focusing on recruiting independent (mainly foreign) members. Based on this case, we argue that selectively empowering boards in this type of ownership setting could be beneficial for the firm: Selective empowerment is a source of intrinsic motivationfor the independent board members, making them proactively search for new projects and assist in their implementation on behalf of the firm. As a result, the company can overcome a number of important barriers in its development.
Confidence and overconfidence are essential aspects of human nature, but measuring (over)confidence is not easy. Our approach is to consider students' forecasts of their exam grades. Part of a student's grade expectation is based on the student's previous academic achievements; what remains can be interpreted as (over)confidence. Our results are based on a sample of about five hundred second-year undergraduate students enrolled in a statistics course in Moscow. The course contains three exams and each student produces a forecast for each of the three exams. Our models allow us to estimate overconfidence quantitatively. Using these models we find that students' expectations are not rational and that most students are overconfident, in agreement with the general literature. Less obvious is that overconfidence helps: given the same academic achievement students with larger confidence obtain higher exam grades. Female students are less overconfident than male students, their forecasts are more rational, and they are also faster learners in the sense that they adjust their expectations more rapidly.