Page 204 - Crossing Cultural Boundaries - Cees den Teuling
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affective. This can be resulted either by the few number of the foreign employees or by the strong presence of the Russian culture. Issues in the organisation such as work conflict and separation occur rarely in the organisations while lack of teamwork is noticed more often. This somehow contradicts to the idea that Russian NC is collectivistic (Hofstede, 2012). The corruption and nepotism are absent in the organisations. However, the tendency to give “desirable” answers should be taken into consideration when analysing the unveiled state of art in Russian organisations. Another explanation that the findings of the current research differ from what was excepted based on the literature review can be the younger age of the participating managers, mainly positioned on middle management level and their more open attitude to the mentioned issues.
Level of trust and openness
In the literature the issue of low versus high trust between individuals and organisations is brought forward by Fukyama (1995 a), Chen et al. (1995), Cragg (1995) and Seagrave (1995). Literature research explained the matter of thrust as evolving from the internal versus external dimension (Trompenaars & Hampden- Turner, 2005). Societies with an internal or inner-directed orientation to nature and the direct environment, as Russia, would have the same internally oriented culture in the organisations with consequently lesser trust to the outside world. The situation was rather different in the studied employees and managers opinion about the openness to other employees and departments. More precisely, the level of trust among employees within one department was considered to be very high by the huge majority of the employees and managers. The influence of Russian NC on OC was also considered to be an influential factor with respect to sharing innovations with the business sector and through the media, meaning that greater impact of Russian culture on organisational culture brings about decrease in the level of readiness to share innovations with the business sector and through the media. This finding goes in line with Mojic’s (2003) research, conducted in Serbia, aimed at determining the scores of cultural dimensions of Serbian managers.
The influence of both Russian culture and leaders’ or managers’ culture on the organisation’s culture determined in significant ways the employees’ and managers’ attitude concerning change and towards organisational learning (Alas & Vadi, 2006). This, however, does not go in line with the findings of this research, according to which, the influence of both the Russian culture and leaders’ or managers’ culture on the OC
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