Page 110 - Crossing Cultural Boundaries - Cees den Teuling

schools or their affiliated business educational institutes in Russia. Teaching economics in Russia changed profoundly since the end of the Soviet period. However, since the majority of Russian entrepreneurs, nowadays, have an academic degree mainly in the Beta sciences, they still have to learn “how to do business” in practice. Therefore, there is a large demand for additional modern business education, but with the condition that the knowledge is translated to the Russian reality. Thus, the research question and sub- questions are formulated as follows.
RQ-3. How does OC and organisational environment affect the KT process? RQ-3.1 How does the management and communication style in Russian organisations affect the KT?
The consultancy and advisory service in trans-boundary situations demands a
change of advising style in accordance with the OC. A flexible approach to the level of available knowledge, the identified explicit and tacit needs of the entrepreneur/manager and at the same time, a detailed insight in the needs of the organisation are important preconditions for the successful KT. It is also known that behaviour of the advisors, the way they conduct themselves over time when trying to influence the acceptance and the performance of the actors/receivers, need a situational approach. Consultants and advisors need an open attitude to accept local knowledge and experiences, offered by recipients, to exercise their ability and flexibility in bridging the cultural gap and implementing their cultural awareness. Therefore, the sub-question 3.2 is formulated as follows. The openness and readiness for OL and the presence of a sufficient level of ACAP both with receiver and transmitter are beneficial to the quality of the KT processes as well.
RQ-3.2 How does Consultants’ style affect the KT?
RQ-3.3 How does OC affect the OL and absorptive capacity in Russian organisations?
Options for the co-creation of sustainable value emerge when there is an
understanding and a close collaboration between actors, i.e. the knowledge provider/transmitter and the client organisation/recipient. In fact, the transmitter should focus on and find their place in the recipient’s organisation, e.g. in the spheres within the recipient’s organisation where the actual value is created by the involved staff. Knowledge providers and recipients are considered as co-creators of value. The relative importance of each of the actors in the process can’t be exactly clarified. Moreover, in the overall value creation process it is not possible to describe the nature of the creation
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