Page 219 - Crossing Cultural Boundaries - Cees den Teuling
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(vii) Any reward system should be based on a broader set of criteria, not purely focussed on financial aspects or internal competition between departments or groups. Other elements, e.g. the (successful) sharing of best practices and knowledge and collaboration in team and group work should be included.
The described seven factors can be implemented and are instrumental as a check and an assessment of the available, managerial tools-at-hand and the organisational characteristics, to contribute to an effective and efficient transfer of knowledge.
Advising, Consulting, Training and Coaching in a trans-boundary, culturally diversified organisational environment, can be an “uphill battle” even for experienced management and business advisors. The underlying study is proposed to be a “guide” in the “minefield” of intercultural relations, especially targeted to business and managerial organisations. The research is focussed at Russia (the Russian Federation), as the subject and example of a business environment with a strong NC, with major impacts on the OC, the norms, attitudes and behaviours internally and the external relations, as results. The presented study is directed to gain a deeper understanding of the processes of KT in trans-boundary conditions. Furthermore, the development and design of an adequate and authoritative “Toolkit”, to improve the effectiveness and efficiency of the processes for KT. The ultimate goal is to facilitate the practitioners in operational management and to contribute to the “Body of Knowledge” in the Management and Organisational Science.
Although the designed “Consultant’s Authoritative Toolkit for Knowledge Transfer” (TKTA) is directed to the professional consultant / advisor, as an auxiliary tool to improve the transfer of knowledge between organisations, often in transboundary environments, in a wider perspective, there are optional benefits for the client/recipient organisation, if TKTA is implemented. Benefits can be summed up as follows.
(i) A focus reflecting the aspirations and the long-term direction of the client- organisation.
(ii)Fast development in research and implementation of knowledge transfer processes in case of following the framework of the TKTA.
(iii) Effective solutions and “best practices” are on hand and ready to be inserted. (iv) Access to expertise, derived from an array of other sectors/industries.
(v) Provision and transfer of non-existent methods, models and skills, not available
in-house and the transfer of these management skills to the organisation’s workforce.

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