10.2190/3M7W-36DJ-WQCR-E5WB 3M7W36DJWQCRE5WB 4 Managing Human Resources in U.S.-Russian Enterprises 49 64 20020509 20020509 20020509 20020509 3M7W36DJWQCRE5WB.pdf http://baywood.metapress.com/link.asp?target=contribution&id=3M7W36DJWQCRE5WB 1 Hale N. Tongren Leo Hecht Kenneth A. Kovach George Mason University, Fairfax, Virginia Today, corporate executives and individual entrepreneurs are considering the profits and perils of entering the huge and potentially lucrative Russian marketplace. Unlike most other global ventures, this involvement requires a clear understanding of the wide differences in the cultural makeup of the American and the Russian people. This article contrasts the two sets of cultural values as they affect work habits, ethics, incentives, and personal aspirations. Ten rules are suggested to aid U.S. firms in functioning within the Russian system and in dealing with Russian employees. K. Reardon, It's the Thought That Counts, <i>Harvard Business Review</i>, pp. 136-141, September/October 1984. R. M. Williams Jr., <i>American Society: A Sociological Interpretation</i>, Knopf, New York, pp. 438-504, 1970. See also Seymour Lipset, A Changing American Character, in <i>Culture and Social Character</i>, S. Lipset and L. Lowenthal, eds., Doubleday and Company, New York, pp. 136-171, 1971.