Page 158 - Crossing Cultural Boundaries - Cees den Teuling

Table 17: Open for new ideas and innovations I strongly I
Undecided
17,0% (n=23)
33,3% (n=45)
25,2% (n=34)
24,4% (n=33)
20,7% (n=28)
15,6% (n=21)
I agree
40,0% (n = 54)
34,1% (n = 46) 35,6% (n = 48)
31,9% (n = 43)
44,4% (n = 60) 17,0% (n = 23)
I strongly agree
31,9% (n=43)
8,1% (n=11)
12,6% (n=17)
7,4% (n=10)
20,7% (n=28)
6,7% (n = 9)
Totally open for new ideas from outside sources (or) constantly implement new ideas developed internally
Partly open to other employees and other departments
We share innovations with suppliers and distributors
We share innovations with the business sector and through media
We prefer the way we use to do the business
We don’t share innovations with the outside world
disagree disagree
4,4% 6,7% (n = 6) (n = 9)
6,7% 17,8% (n =9) (n=24)
13,3% 13,3% (n = 18) (n=18)
14,8% 21,5% (n = 20) (n=29)
2,2% 11,9% (n = 3) (n=16)
24,4% 36,3% (n = 33) (n=49)
The ANOVA revealed that the level of trust among employees from different departments in the organisation was a statistically significant predictor of being totally open for new ideas and innovations from outside sources and constant implementation of new ideas and innovations developed internally (p = .005). Relationship between corresponding variables was negative (b = - .381). In other words, increase of trust among employees from different departments brings about three times less increase in organisational state of being totally open for new ideas and innovation from outside sources and constant implementation of new ideas and innovations developed internally. F-ratio for the model (5.852) is high enough to conclude that observed variances are not incidental.
The degree of total acceptance and readiness of implementation of new ideas and innovations was not, however, determined in a statistically significant way by the level of trust among employees in their own department (p = .708).
The condition of being partly open with respect to innovations to other employees and other departments were not affected in a statistically significant way by the level of trust among employees in their own department (p = .363) or among employees from different departments (p = .600). The condition of sharing innovations
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