Page 109 - Crossing Cultural Boundaries - Cees den Teuling

Key Research question 2: What are the influencing factors on the KT processes in Russian organisations?
Key Research question 3: What are the decisive factors to establish SVC in Russian organisations?
In more detail, based on the analysed literature, the following research questions and sub-questions were proposed.
RQ-1. What are the peculiarities of Russian organisations?
RQ-2. How does NC affect the OC in Russian organisations?
RQ-2.1 How does NC affect the management and communications style in Russian organisations?
The Successful KT is deeply impacted by the context of the organisation’s
culture. The developed organisational parameters of KM, with direct influence are known as organisation, human resources, technology and methodical approaches. The position and contribution of the organisation’s leadership and the OC are considered as important factors in Russian organisation’s especially with regard to KT processes.
From the learning perspective, the role, played by the tendency to contrast individualism versus collectivism has a certain effect on the learning capability and preferences of actors. Other conditions in the learning process are Internal vs. External orientation, Specific vs. Diffuse culture, Short-term vs. Long-term orientation, Achievement vs. Ascription, Degree of Power and Power Distance, Instrumental- Expressive Orientation and (non-verbal) communication, Time orientation and Time perception. The stronger actor with the major ACAP is the one with the previous acquired knowledge, leading to an asymmetric learning process.
In the process of trans-boundary KT oriented to SVC the intent of involved human actors possess crucial positions. The impact of management and business advisory services in a trans-boundary setting greatly depends on the readiness for reception and internalisation of the actor, i.e. recipient organisation.
It should be considered that the entrepreneurs/managers (recipients), which evolved their careers in the 1990’s or before that have a different background and education compared with their western counterparts, as they received their education and started their career in organisations in the Soviet era. Although many of them experienced some kind of connections with western business, e.g. by being employed by a Russian subsidiary of a Western company or through customers from the West, coming to and dealing with their Russian employers, only a limited number of managers and/or entrepreneurs received explicit business education from Western business
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