Page 202 - Crossing Cultural Boundaries - Cees den Teuling
P. 202

level inside their home organisation or are able to establish their own venture, better results can be expected.
6.2 Main findings
This study is probably the first or one of the first to explicitly examine the conditions under which the transfer of knowledge in trans-boundary conditions, with a focus on Russian organisations. It was executed and directed to unveil the barriers and stumbling blocks, in conjunction with the effects of national culture, the peculiarities of Russian organisations, the knowledge transfer process itself and the input of employees and managers, all together aimed at leading to sustainable value creation and “comparative advantages” for the Russian home organisations. The propositions, as presented in Chapter Three, were tested in two slightly different samples of managers and organisations in Russia, with in total 179 participants, out of which 135 alumni of Presidential Programme and 44 managers or organisations, which received support from foreign consultants. Participants were from all over Russia and stemming from a wider selection of business segments. The outcomes indicate that a number of factors positively or negatively affect the knowledge transfer within the organisations and from external sources, but not always as proclaimed in propositions. For example, the authoritarian and directive styles of management was found to affect the KT negatively while consultative, participative and by delegation styles where found to have a positive effect on KT. All types of the conditions were embedded in propositions, to explain the positive or negative effects on knowledge transfer and ultimately, on the sustainable value creation in the Russian organisation. As foreseen, openness and trust among employees and managers has a positive effect on the knowledge transfer within the organisation.
The upcoming sections evaluate in detail the outcomes of the individual propositions.
Peculiarities of Russian organisations
Russian organisations, as a number of other organisations globally, are influenced by the overarching NC, which leads to certain peculiarities of these organisations (Holden, 1991, 2001; May et al, 2005; Puffer & McCarthy, 2011). A rather authoritarian style of top-down management, a more collective oriented internal environment, an absent or restricted flow of information, a lack of trust among employees and employees and management, hostility towards sharing knowledge,

   200   201   202   203   204