Page 168 - Crossing Cultural Boundaries - Cees den Teuling

transferred knowledge to the managers and employees of the home-organisation, with mixed outcomes.
The analysis revealed that the majority of the respondents were able to spread the acquired knowledge among their colleagues. Particularly, 29.6 percent (n = 40) strongly agreed and 47.4 percent (n = 64) agreed with the statement. None of the respondents express a strong disagreement with the statement and only 6.7 percent (n = 9) disagreed with it.
Table 21: Ability to share knowledge among colleagues
Strongly agree
Agree
Neither agree nor disagree Disagree
Strongly disagree
Ability to share knowledge among colleagues
29.6 % (n = 40) 47.4 % (n = 64) 16,3% (n = 29) 6.7 % (n = 9) 0%
Peculiarities of the organisational environment were shown not having a statistically significant impact on being beneficial to one’s organisation as a result of participating in the Presidential Programme. The p-values for these variables were: “Progressive” = .805, “Supportive” = .232, “Stable” = .451, “Disruptive” = .874, “Laisser-faire” = .527, “Chaotic” = .495).
The analysis showed that the specifics of organisational environment did not affect the ability of respondents to spread the acquired knowledge among their colleagues and the respondents’ opportunities to inform the management of their organisation about their experiences in the Presidential Programme in statistically significant ways. The studied types of organisational environment “Progressive” (p = .886 and p = .857), “Supportive” (p = .853 and p = .110), “Stable” (p = .965 and .420), “Disruptive” (p = .258 and p = .164) and “Laisser-faire” (p = .662 and p = .267). The only exception was “Chaotic” state of organisational environment which had no statistically significant effect on the ability of respondents to spread the acquired knowledge among their colleagues (p = .081) but had a significant effect on the respondents’ opportunities to inform the management of their organisation about their experiences in the Presidential Programme (p = .047). The relationship was negative (b = -.141). In other words, more chaotic organisational environment raised fewer opportunities for respondents to inform the management of their organisation about their experiences in the Presidential Programme. Nevertheless, F-ratio for the model
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