Page 156 - Crossing Cultural Boundaries - Cees den Teuling

Chart 7: Knowledge share practice in Russian organisations Between employees0,7%6,7%
19,3%
14,1%
17,0%
6,7%
90% 100%
25,2%
48,1%
38,5%
39,3%
27,4%
43,0%
7,4%
28,1%
38,5%
19,3%
Between employees and1,5%6,7% managers
Between managers and2,2%10,4% employees
With outside partners
0% 10%
20%
30%
40%
50%
60%
70%
80%
Very low Low Moderate High Very high
The results of the online survey suggested that in respondents’ organisations the readiness for sharing knowledge between employees was generally considered as high. Specifically, 19.3 percent (n = 26) as very high and 48.1 percent (n = 65) marked it as high. 25.2 percent of respondents (n = 34) consider it as moderate, 6.7 percent (n = 9) as low and only 0.7 percent (n = 1) as very low.
Readiness for sharing knowledge between employees and managers was perceived very high by 14.1 percent of respondents (n = 19), as high by 39.3 percent of respondents (n = 53), as moderate by 38.5 percent of respondents (n = 52), as low by 6.7 percent of respondents (n = 9) and as very low by 1.5 percent of respondents (n = 2).
The perception of the opposite direction of knowledge sharing, i.e. between managers and employees was slightly more polarised. Specifically, it was considered as very high by 17.0 percent of the respondents (n = 23), as high by 43.0 percent of respondents (n = 58), as moderate by 27.4 percent of respondents (n = 37), as low by 10.4 percent of respondents (n = 14) and as very low by 2.2 percent of respondents (n = 3).
The wider range knowledge sharing, i.e. sharing with outside world was perceived as less common. More precisely, it was marked as very high by 6.7 percent of respondents (n = 9), as high by 19.3 percent of respondents (n = 26), as moderate by 38.5 percent of respondents (n = 52), as low by 28.1 percent of respondents (n = 38) and as very low by 7.4 percent of respondents (n = 10).
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