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size and the robustness of the respondents. The samples collected with the collaboration of institutions like the Presidents Programme, the NMCP-PUM and the GIZ was a magnificent step, to be able to test the propositions. However, the addition of a bigger variances of organisations, including larger, publicly traded organisations, will present an option to compare the already gained and analysed data with new acclaimed primary data from other sources. Diversity of knowledge and the options for KT are embedded in organisations’ operations and standard routines, the deliverables, layouts, structures and the culture, behaviour and norms about how actions are executed in general. It should be acknowledged that knowledge and KT is a multi-faced construct with many strategic implications, also multi-dimensional of characterisation and can take different form even to be in contradiction to itself (Grant, 1996, Winter, 1987). By examining the results of KT in the Russian organisations, it is to recognise that some organisations are able to create sustainable values in the longer term, while other organisations are hardly able to create temporary advantages.
6.6 General Conclusions
Being the “centre-piece” of the underlying research, a framework for a “toolkit”, is developed and designed, to provide assistance and support to consultants and business trainers, to improve the implementation of knowledge sharing practices and knowledge transfer processes, to achieve continuous growth by sustainable value creation, beneficial to the recipient’s organisation (Riege, 2005; Riege, 2007) and expected to be leading to competitive advantages. The factors, elaborated on in this final and previous chapters, demonstrate that the change towards a culture which embrace knowledge sharing and support knowledge transfer processes is not a trouble-free and effortless endeavour. To enhance recipient’s organisation’s competitive power and profitability, dealing with number of obstacles to the sharing of knowledge and the creation of KT processes in an effective mode, are requested. Ultimately, centred around a knowledge- oriented and trustful cultural environment, strategies and organisations’ goals, successful operation depends on the accumulated synergy between three important factors:
(i) the stimulation of all individual employees, to encourage motivation, to learn, internalise, transfer and implement available and newly created useful explicit and tacit knowledge;
(ii) the transparent flow of knowledge, resources and processes demands a facilitating, accessible and open organisational structure with limited

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