Page 112 - Crossing Cultural Boundaries - Cees den Teuling

Table 3: Connection between variables and questions in the questionnaires
Variables
Alumni Questionnaire
Organisations Questionnaire
National Cultures
Section C1
Section C1
Organisational Cultures
Section C2 - C7
Section C2 - C7
Management roles/styles
Section E50 - E55, Section E60 - E65
Section D3.1 -D3.6 Section F1 – F3
Consultants roles/styles
Section E70 – E82 Section E90 – E92 Section E100 – E113
Section E10 - E11 Section E1 - E4 Section E5 – E9
Organisational Learning
Section E20 – E31 Section E40 – E45
Section E12 – E13 Section E2 – E9
Absorptive Capacity
Section E10 - E18
Section F1, F4
Knowledge Transfer
Section E1- E6
Section D1- D8
Sustainable Value Creation
Section G1 – G7
Section G1 – G7
In connection with the Research Questions, Propositions described below were developed. According to Holden (1991), May et al. (2005), Kets de Vries (2011) transitional economies and organisations operating in such economies tend to have high level of corruption, between-group conflicts, separation and nepotism and low level of stability, progressiveness and supportiveness. Taking into consideration that Russia is still in the process of transformation, the following Proposition was proposed.
P1: Russian organisations carry characteristics, specific to transitional economies and culture i.e. high level of corruption, between-group conflicts, separation and nepotism, and low level of stability, progressiveness and supportiveness.
Russian NC is rather present in Russian organisations (Smith, Dugan & Trompenaars, 1996; Kattman, 2014). The influences in each single organisation depend on situational factors, e.g. style of the leadership/management, nationality and average age of the employees, location, sector of business, etc. (Sasaki & Yoshikawa, 2014). Based on this the Proposition 2 is formulated as follows.
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