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outcomes of the questionnaires rather fast and to provide clear and concise indications for the (qualitative) follow-up in the Focus Group sessions.
For the underlying study, innovation and creativity are separated by a definition, according to which Innovation is the successful implementation of creative ideas within an organisation, while creativity is the development of novel ideas. However, the focus of the present research is directed to the study of processes of KT and the ensured SVC as the targeted result. Therefore, the DOCS will be implemented to research the themes of KT and SVC both separately and in combination. The main reason for selecting the DOCS for KT and SVC is that there is a distinction between the organisational behaviours, norms and values, which are involved in KT processes and give evidence and burdens of proof of the ensured SVC in organisations. As it was already discussed, different directions foster creative ideas and their implementation separately. Market- oriented organisations focus on adaptability and involvement, while clear goals and directions with a clear mission statement provide guidance for an adaptation of ideas into goods and/or services to ensure SVC (Denison, 1990).
The following section is dedicated to the roles and styles of the consultants and business trainers and their clients, the managers and owners/entrepreneurs in the KT process to illustrate the effect of the human factor. In combination, these individuals are instrumental and with decisive power and positions to promote, direct and drive the KT process in the respective organisations. The main actors in the processes of KT and SVC characterised as transmitters and the recipients are crucial participants in the described processes who gain direct benefits from the results.
2.6 Managers/Entrepreneurs and Consultants: Roles and Styles of the actors in the KT process
The main roles, in the KT process, in general, are the transmitter and receiver, respectively. In this section, the existing information available on managerial and scientific level is explored. However, there is paucity on the information regarding the development and operational practices in the area of cross-border and cross-cultural KT, both from the position of transmitter and receiver. Although, much has been reported on the strategies and skills of consultants, involved in advising local companies in a mono- cultural environment, cross-border consultancy practices in a diverse cultural environment is rather scarce and not elaborated.

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