Page 207 - Crossing Cultural Boundaries - Cees den Teuling
P. 207

The effect on KT from the Consultant’s styles
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 (Andreeva & Ilhilchik, 2011). Through intensive collaboration, exchange of knowledge and an open-minded approach all groups of actors, involved in the trans- boundary KT process, contribute to the common co-creating process of sustainable value in the recipient organisation. In line with this in the conducted research it was found that ninety percent of the managers strongly agreed or agreed that they had opportunities to inform the management of their organisation about their experiences in the Presidential Programme. They are in line also with the Report of the Russian Federal Government (2004) in relation to the results of the Presidential Programme.
The majority of the managers involved in the transfer of knowledge from the Presidential Programme were able to spread the acquired knowledge among their colleagues (managers and employees) channelling the obtained new ideas and innovations towards the Russian home organisations, in line with the findings of Monk (2006), who researched the results of the British contribution to the training of Russian managers in the framework of the Presidential Programme.
Analysis of the research results showed that the specifics of organisational environment did not determine the change in the way of “doing things” by managers’ introduction and convincing power, significantly. This outcome is not supporting the findings of Alas and Vady (2006) who found that managers had a dominant approach to and are a driving force to the organisation of change in the home organisation.
The effectiveness of the Presidential Programme
Approximately eighty percent of the managers agreed that they considered the Presidential Programme as helpful to their company. The majority strongly agreed or agreed that the way of “doing things” was changed in their home-organisations by their introduction and convincing power.
The analysis of the research results showed that stable organisational environment predicted and affected the applicability of the knowledge, provided during the Presidential Programme in a positive manner. In other words, the more stable the organisational environment is the more likely it is to be a suitable place for applicability of the aforementioned knowledge. The benefiting results from participating in the

   205   206   207   208   209