Page 186 - Crossing Cultural Boundaries - Cees den Teuling
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The impact of the Russian home-organisations’ management and the contribution of business consultancy in a trans-boundary setting on the development of SVC is considered to be intertwined as the pre-requisite for a successful approach to SVC.
Through intensive collaboration, exchange of knowledge and an open-minded approach all groups of actors, involved in the trans-boundary knowledge transfer process, contribute to the common co-creating process of sustainable value in the recipient organisation. To disclose the peculiarities of the Russian organisations with an optional effect on the KT processes, respondents of the two online surveys were questioned on their opinions regarding the influences of the KT on SVC.
Presidential Programme
45.2 percent of the respondents (n = 61) strongly agreed and 39.3 percent (n = 53) agreed with the statement that they considered the Presidential Programme as helpful to their company. 8.1 percent of the respondents (n = 11) neither agreed nor disagreed, 7.4 percent (n = 10) disagreed and none of them strongly disagreed with the statement. Sufficiency of technical competence to absorb provided business knowledge during the group lectures had no statistically significant impact on respondents’ consideration of the Presidential Programme as helpful to their companies (p = .836) as well as on the ability of respondents to change the way of doing things in their home- organisation as a result of participating in the Presidential Programme (p = .353).
18.5 percent of the respondents (n = 25) strongly agreed and almost half of them (48.9 percent, n = 66) agreed with the statement that the way of “doing things” was changed by their introduction and convincing power. One fourth of respondents (25.9 percent, n = 35) neither agreed nor disagreed, 6.7 percent (n = 9) disagreed and nobody strongly disagrees with the statement.
The analysis showed that stable organisational environment predicted and affected the applicability of the knowledge, provided during the Presidential Programme in a positive manner (p = .009, b = .231). In other words, the more stable the organisational environment was the more likely it was to be a suitable place for applicability of the aforementioned knowledge. This conclusion was partly supported by the Pearson correlation between the variables (p = .028, b = .190). F-ratio of model amounts to 3.004 which was high enough to deem the observances as not incidental and caused by independent variable. Other types of organisational environment mentioned above appeared to have no statistically significant effect.
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