Page 27 - Crossing Cultural Boundaries - Cees den Teuling
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The rationale, the main purpose for the research regarding the effects of the transfer of knowledge to and inside organisations is to uncover the results obtained and factors which are influential in the contribution to gain the desired sustainable value creation (SVC). The objective is to support the organisation to a higher level of competitive advantage, compared with competing organisations domestically and internationally. “Donors” or “transmitters of knowledge” are considered successful if they are able to cope with the complexity by paying attention to all organisational and relational processes to obtain SVC (Bakker, Cambré, Korlaar & Raab, 2011).
1.3.2 Contribution
It is a well-known problem in the consulting business that advisers and receivers may have different expectations about the KT process. Different views, lack of acceptance, processing and quality assurance during and after the bi-directional transfer of management knowledge and skills are occasional manifests of that problem. The expectations of receivers usually are not or are only partially fulfilled, especially if adviser and receiver derive from different national cultures (NC) and/or organisational culture (OC).
1.3.3 Objectives
The degree of success, measured by benefitted added value often have a negative impact. Holden, Shiferaw and Wik (1998) described several obstacles that are hampering communication and collaboration between a consultant and a client.
• Lack of appreciation and understanding on everyone's methods. Moreover, lack of the motivation of the receiver to gain the knowledge and especially to internalise and apply it. The extent to which the consultant has valuable contributions and insights to offer is also an existing issue. It has been shown by Hamel (1991) that the intention of the receiver to accept the knowledge is a key condition and that the motives of the consultant have an equally important value. Therefore, both affect the level of success in the transfer of knowledge and skills. For example, lack of motivation on the part of the consultant affects the enthusiasm of the recipient to absorb and to internalise the new knowledge.
• Lack of knowledge of everyone's management methods, working procedures and decision processes.
• Lack of understanding by the consultants of the specific requirements and
priorities imposed within the “other” culture.
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