Page 160 - Crossing Cultural Boundaries - Cees den Teuling

Type of goods or services delivered by organisations had no statistically significant effect on the level of readiness for sharing knowledge within employees (p = .991), between employees and managers (p = .801), between managers and employees, (p = .896) as well as with outside partners (p = .303).
The Proposition P.1 is accepted.
4.3 The effect of National Culture on the culture in Russian organisations
To uncover how Russian NC affects the cultural environment in Russian organisations the results of both online surveys, focus group discussions and in-depth interviews were analysed.
The analysis of online surveys showed that the majority of the respondents thought that Russian culture strongly affected the culture of their organisation. Particularly, 29.6 percent (n = 40) of survey respondents believed that the influence of the Russian culture on their organisation’s culture was very strong and 37.0 percent of them (n = 50) believed that it was strong. 25.2 percent of survey participants (n = 34) tended to think that such influence is moderate, 5.2 percent (n = 7) considered it to be weak and 0.7 percent (n = 1) believed that it was very weak.
Managers in the Russian organisations are predominantly Russians, consequently they inhabit Russian NC. Therefore, the effect of the leader’s / manager’s culture, was studied. The respondents perceived the effect of the managers’/leaders’ culture on their organisations’ culture even stronger. 44.4 percent (n = 60) of respondents thought that the influence was very strong and 37.0 percent (n = 50) believed that it was strong. 16.3 percent of survey participants (n = 22) believed that such influence is moderate and only 1.5 percent (n = 2) considered it to be weak.
There are a number of foreign workers employed in Russian organisations, the majority stemming from the former Soviet republics in Asia. In many cases, they bring their NC to the organisation. Therefore, the effect of their culture on the OC was studied. The results revealed that just 7.4 percent (n = 10) of the respondents believed that the influence of foreign (non-Russian) workers on their organisation’s culture was very strong and 5.9 percent of them (n = 8) believed that it was strong. 13.3 percent of the respondents (n = 18) mentioned that such influence was moderate. 23.0 percent (n = 31) considered it to be weak and 31.1 percent (n = 42) thought that it was very weak.
Russian organisations are increasingly involved in the global economy and economic culture. Therefore, the effect of the global economy on the organisational culture was studied. 11.1 percent (n = 15) of survey respondents believe that the
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