Page 137 - Crossing Cultural Boundaries - Cees den Teuling
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Section G: The effects on the home-organisation by the acquired SVC as a result of the traineeship
The following questions were included in section G. How does the home- organisation benefit from the knowledge provided by the participant? Was the knowledge applicable, understandable and feasible for the home-organisation? How was the operation changed and how was the financial and organisational results improved by the actions of the participant? How are the sustainable values and the implemented improvements created in the home-organisation?
Backgrounds of the questions of the “organisations” questionnaire
Sections A, B, C and D, the same as in the questionnaires for the alumni of the presidential programme. Section E contained questions concerning the influence of entrepreneurs/managers and consultants’ roles and styles in the KT process mainly formulated based on the Vaara et al. (2012). In Section F questions concerning the role of OL in the KT process were asked (Minbaeva et al., 2003). Section G included questions on ensured SVC acquired by the organisation (Hopkins, Townsend, Khayat, Balagopal, Reeves & Berns, 2009).
Section E: The influence of the roles/styles of managers and consultants in the KT process
The following questions were included in section E. How do you consider the influences of the roles/styles of managers and consultants? Was the goal of KT shared with the employees in the home-organisation? How is the relationship between employees and managers in the home-organisation? Are the consultants accepted as trustworthy and professional in the home-organisation? How was the support of the managers in the home-organisation, for incoming KTs? How was the experience from the consultants accepted and implemented in the home-organisation? How is the Consultant’s experience valued, accepted and implemented in the home-organisation? How was the distance in culture between de consultant and the home-organisation experienced? How was the consultant ready to and eager for learning about Russian culture? How came the consultant to common understanding and was available for employees when requested? How are the consultant’s language skills? How can the educational styles of foreign consultants/advisors be characterised? How are the employees convinced by the management of the home-organisation and the consultants
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