Page 173 - Crossing Cultural Boundaries - Cees den Teuling
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do the business (p = .897), not sharing innovations with the outside world (p = .072). Nevertheless, the state of being totally open for new ideas and innovation from outside sources and constantly implementing new ideas and innovations, developed internally appeared to have a statistically significant impact on the ability of respondents to inform the management of their organisation about their experiences in the Presidential Programme (p = .010). Relationship in this case was positive (b = .174), meaning that experiences of employees who have attended the Presidential Programme would be more welcome in organisations totally open to all sorts of innovations. F-ratio for the model slightly exceeded the maximum that could appear due to incidental variances, and therefore it could be considered as good in terms of statistical significance.
19.3 percent of the respondents (n = 26) strongly agreed and 47.4 percent of respondents (n = 64) agreed that the obtained knowledge was understandable and feasible for the colleagues at home. 23.0 percent of the respondents (n = 31) neither agreed nor disagreed, 10.4 percent (n = 14) disagreed and nobody strongly disagreed with the statement.
The participants of the in-depth interviews and the focus group session in general stressed the view that the opportunities to be involved in the KT processes they received by education and the traineeship abroad, turned out to be influential and were of value for the home organisation and the personal career. Supportive styles of the management at home, developing an attitude for knowledge dissemination by pro-active management and the valuation of the labour force were the key points for an optional change towards the implementation of KM practices in their home and other Russian organisations.
An executive of a paint company stated: “The gap between European and Russian management practices was so enormous that would be only able to apply 30- 40% of the knowledge transferred”. The Director of the Garment company mentioned: “The efficiency of Russian businessmen in working with Western consultants and Partners depends on his/her sense of responsibility, and on being a patriot of Russia”.
The Proposition 3.1a is accepted and 3.1b is rejected.

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