Page 97 - Crossing Cultural Boundaries - Cees den Teuling

With understanding of the cultural background, behaviour and attitudes of Russian managers, including their thinking and communication processes, programmes are designed with embedded processes to foster a more open-minded culture whereby communication and team oriented approaches are presented, taking into consideration the managers own appreciation of their previous experiences and operational conditions.
Despite a diminishing, a number of Russian managers are still dominantly driven to obtain incentives in bonuses, material gestures and privileges. Additionally, inherited from the old system, the option to be at risk to receive or to be entitled to for punishments has still a noticeable influence on their mind-set.
As an example of straightforward KT frameworks for strategic planning are utilised and presented in the “toolkit” (in tables, graphics and pictures) to satisfy the requirement of the Russian managers for rational models.
The closing section of Chapter Two is a discussion and elaboration on the ultimate outcome of the processes of transferring knowledge to accomplish a sustainable value creation.
2.8 Sustainable Value Creation as the desired result of the Knowledge Transfer process
The ultimate goal of any “inbound” and “trans-boundary” managerial KT process is SVC. It ensures the immediate value creation (VC) for the clients (recipients) and simultaneously the long-term enhancement of the (transmitter) organisation’s “body of knowledge”. Möller andTörrönen (2003, p. 113) argue that VC “can be described as a spectrum compassing from core value, to added value, and to future value”. Special attention should be given to the sustainability aspect of VC. According to the authors ensuring the results of VC is a key attribute in the processes of consulting. The conclusion of the author of the underlying study, based on practitioners’ experiences and observations, is that the problematic identification and measurement of the financial and non-financial results obtained and costs incurred is a complex task in the evaluation of the ensured Value at a disposal of the client (receiver). In addition, perceived value and the valuation of benefits and costs, especially in the trans-boundary KT process are influenced by cultures, relationships between actors and the organisational environment (Dubina, Carayannis & Campbell, 2012). VC depends on the relative amount of values subjectively realised by a recipient (or target users) who can be an individual, an organisation or the whole society. The recipient is the focus of VC and therefore, the subjective value actualisation must at least be translated into the user’s willingness to
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