Page 209 - Crossing Cultural Boundaries - Cees den Teuling

processes. This supports to the literature of Gilbert and Gorlenko (1999), according to which international management development is supported by process oriented approaches and traineeships.
The effect of KT on the sustainable value creation in Russian organisations with considerations of the peculiarities of the organisational culture
The ultimate direction to and the goal of the transfer of knowledge inside and into Russian organisations is the accomplishment of an improvement of the financial and organisational conditions of the organisations. Organisations, which benefitted from the advisory programmes, e.g. the Presidential Programme and the NMCP/PUM Senior experts, are in general, reasonably satisfied with the results, in financial and organisational terms, as stated in the PUM monitor (2015), the GIZ report 2012 and the “Presidential Programme” Evaluation 2010). In general, specific financial information is not shared with outsiders, sometimes only in indexes. Organisational changes and improvements are more visible and noticeable and more often subject to explanation and reporting.
The conducted research showed the ability of employees and managers to change the internal environment, dominant style of management and communication in the home organisation, as well as to change to a state of being totally open for new ideas and innovation from outside sources and constantly implementing new ideas and innovations developed internally, being partly open in terms of innovations to other employees and other departments, sharing innovations with suppliers and distributors, sharing innovations with the business sector and through media, preferring the way the managers use to do the business. This goes in line with the findings of Bhagat et al. (2002) regarding the positive results for transfer of organisational knowledge.
The effect of the assistance by consultants on the SVC in Russian organisations in financial and organisational terms
The contribution by (foreign and domestic) consultants in the realisation of organisational platforms, as the launching areas for the development of sustainable value creation in Russian home organisations is remarkable. In organisational terms, a tremendous effort is concentrated on a change of the organisational culture and the internal environment of Russian organisations, a change directed to openness and more transparency, supposedly leading to a KM consciousness, followed by bringing the conditions and instruments for an effective KT in place. Therefore, the education, skills
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