Page 106 - Crossing Cultural Boundaries - Cees den Teuling

• Sustainable Value Creation includes long-term beneficial results for the organisation.
As displayed in the model, the trans-boundary transfer (translation) of managerial knowledge and skills between organisations with their (probably) distinct type and (deep) rooted and vested cultures are, in many situations, severely influenced by the overarching national (and or regional) culture. Aside the NC as an important factor in establishing OC, there are other factors on organisational level, contributing to the creation of a certain “own” culture of an organisation. These so-called facilitating factors can be found in organisations with a diverse (low to high) levels of effectiveness, influencing each other and constituting the dedicated culture of an organisation. The main facilitating factors are:
• Leadership and differentiated entrepreneurial roles/styles of the management;
• The influential part played by the consultants as a transmitter and moderator and
with their roles and styles;
• The ability to accept and internalise OL by the staff, organised, supported and
facilitated by all management levels;
• The presence of a sufficient level of ACAP of the organisation’s staff,
management and the involved consultants in their capacity as transmitter/moderator, to guide an efficient and effective process of KT in a translated mode.
All these elements should lead to a preferable outcome: the SVC, resulting a
competitive advantage for the recipient organisation in their market sector.
In the trans-boundary process of the exchange, delivery and translation of MK and skills from transmitter to receiver and vice versa, a number of variables are more or less influencing, supporting or hampering the process with a variety of outcomes, ranging from a complete success to a complete failure. The position of actors, from distinct backgrounds within differentiated cultures, gives many options and possibilities
for misunderstanding and non-understanding in the communication process
The forthcoming research is primarily based on a practitioner’s observation and experience in trans-boundary, culturally diversified environments but with embedded, widely collected scholarly contributions by renowned academics and practitioners, in the variety of fields, touched by and included in the underlying research. As already stated in the reflections mentioned above, in the research clarification on the processes of KT and factors externally and internally influencing and facilitating in the recipient
organisations is projected. The actual situation of the availability of a limited number of
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