THE SPECIFICS OF IMPLEMENTING THE CONCEPT OF TURQUOISE MANAGEMENT IN THE COMMERCIAL SECTOR OF RUSSIA
The article focuses on how the teal management concept is adapted to the Russian commercial sector. F. Laloux's framework, which links organizational development to self-management, wholeness and evolutionary purpose, is used as the theoretical basis. The empirical analysis compares four international cases – Buurtzorg, Morning Star, Patagonia and Sounds True – with Russian companies including VkusVill, Tochka, Mindbox, Fabrika Okon, Neti, Askona and Sberbank. The cases are assessed through five interrelated dimensions: distribution of decision rights, employee wholeness and psychological safety, evolutionary orientation, information transparency and organizational resilience. The findings do not support a rigid division between teal and non-teal organizations. A more informative approach is to evaluate how consistently declared principles are embedded in actual decision-making, coordination and accountability mechanisms. International cases more often evolve around the founder's values and gradually institutionalize alternative coordination practices. Russian companies usually introduce selected teal elements to address specific managerial problems while strategic authority remains concentrated at the owner or senior-management level. Sustainable transformation requires clear boundaries of autonomy, access to managerial information, employee maturity, formal coordination procedures and gradual delegation of authority.