Page 29 - Crossing Cultural Boundaries - Cees den Teuling
P. 29

directions and the objectives to meet for satisfying practitioner’s needs are elaborated in the sections to follow.
1.4 Reasons of the research
The operational problem of this study can be defined as follows:
"The lack of acceptance, internalisation and assurance during and following the management knowledge and skills transfers from advisors to knowledge receivers (clients) hinders the sustainable value creation”.
The lack of or failure to achieve targets that lead to measurable improvements in financial benchmarks such as cost reduction, increased profitability and revenues, as well as other organisational factors, e.g. motivation, loyalty, absence, and high rotation of staff, leads to losses of the deployed resources.
The knowledge recipients, entrepreneurs, sole proprietors or managers in Russia and other CIS countries1, educated and trained in the FSU and influenced by the turmoil of the transition period since 1989, have unique experiences. This may have led to specific characteristics of the received knowledge with high expectations of the problem-solving ability of experts and advisers. It can be assumed that a good alignment in the (intercultural) advisory process between knowledge providers and recipients will probably lead to better results. The properties of the knowledge provider (transmitter) are also important. It is expected from the consultant to have the expertise to build effective and successful bridges between actors. The acceptance of “a bridge” can determine the process of sustainable implementation and secure the offered management knowledge and skills in the targeted organisation.
However, the nature and the extent of the intensity of relations will contribute to the creation of value. If it is known of how the intensity of the relationship between knowledge provider and receiver contributes to value creation, then there is a possibility of “directing” this relationship. This directing may contribute to a better performance of organisations, which received management advices from external consultants (Robson & McCartan, 2016).
Scientific relevance
1 CIS = Commonwealth of Independent States Armenia, Belarus, Ukraine, Kazakhstan, Azerbaijan, Moldova, Kyrgyzstan, Tajikistan, Uzbekistan, Turkmenistan (associated) ,Georgia (departed in 2008)

   27   28   29   30   31