Transformation of the Corporate Culture of the Multinational Company Raiffeisen Bank International on the Example of its Subsidiaries in Russia

In recent decades the wave of interest to the corporate culture has been steadily growing. The corporate culture of multinational companies is of particular interest since it has the property of transforming from a subsidiary to a subsidiary. However, very little empirical research has been carried out to determine the process of transformation and the reasons for the variability of the corporate culture of a particular company. The aim of this study was therefore to investigate the process of transforming the corporate corporate culture of a multinational company into its representation. One particular multinational company (Raiffeisen Bank International) and its representative (Raiffeisenbank Russia) were chosen. To achieve the stated goal the global corporate culture of the Raiffeisen Banking group was studied as well as the culture of the Russian subsidiary. A survey was conducted by the employees of Raiffeisenbank Russia in order to deeply immerse in the specifics of the organizational culture of the Russian office of Raiffeisenbank, and two interviews with the leaders of the HR division of the bank were taken. The result of the study was an analysis of the transformation of the parent corporate culture of Raiffeisen Bank International into the Russian subsidiary. The recommendations for Raiffeisenbank Russia with a view to eliminating the negative consequences of the transformation were drawn up.