Page 155 - Crossing Cultural Boundaries - Cees den Teuling
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The Russian OC was assumed to be gradually open to other employees and departments. Analysis of survey outcomes presents a mixed result. The details are presented in Table 16.
Table 16: Openness to other employees and departments Attitude
Strongly agree
Agree
Neither agree nor disagree Disagree
Strongly disagree
Proportion
8.1% (n = 11) 34.1% (n = 46)
33.3% (n = 23) 17.8% (n = 24) 6.7% (n = 9)
Negative aspects of the organisations’ internal environment are assumed to be affected by the existing level of trust between employees in Russian organisations both from the same or other departments. One-way Between-group ANOVA illustrated that trust between employees neither within the same department nor from different departments had any statistically significant dependency on different negative aspects existing in the organisations, specifically “Work conflict (p = .280 and p = .064), “Separation” (p = .337 and p=.481), “Corruption” (p= .952 and p = .436), “Nepotism (clientism)” (p = .597 and p = .332), “Conflict of interests” (p = .649 and p = .174), and “Lack of communication and/or teamwork” (p = .539 and p = .115).
Knowledge sharing
The knowledge sharing practices between and within various groups in Russian organisations was also studied as being important from the trans-boundary KT and SVC perspective.
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