Page 171 - Crossing Cultural Boundaries - Cees den Teuling

developed the necessary skills to implement new business knowledge to my employer’s organisation in Russia”. The variables were combined on the basis of mean answers for each variable. The conducted reliability analysis showed that the internal consistency of the scales allowed the combination, with Cronbach’s α = .727. However, the conducted ANOVA illustrated that the influence of both the Russian culture (p = .409) and leaders’ or managers’ culture on the organisation’s culture (p = .072) did not determine in a statistically significant levels the respondents’ attitude and learning ability during the internship within the framework of the Presidential Programme.
To study whether the influence of leaders’ or managers’ culture on the organisation’s culture determine the respondents’ attitude during the lectures within the framework of the Presidential Programme in a statistically significant level several variables were combined into the category “respondents’ attitude to the group lectures”. The combined variables were: “During the group lectures the docents and myself had a common language to deal with the content of the modules”, “During the group lectures I had a clear vision of what the implementation of the content of the modules is trying to achieve”, “During the group lectures, I received sufficient information on the state-of- the-art content of the modules”, “During the group lectures, I developed a clear understanding of the goals, tasks and responsibilities in the implementation of the learned content of the modules”, and “During the group lectures, my technical competence was sufficient to absorb the business knowledge as provided”. These variables were combined on the basis of mean answers for each variable. To check the reliability of the combined variables used in this research, the internal consistency of the scales has been tested with Cronbach’s α. It was equal to .795, affirming that these variables were suitable for combination. The conducted ANOVA illustrated that the influence of leaders’ or managers’ culture on the organisation’s culture had a statistically significant effect on the respondents’ attitude to the group lectures within the framework of the Presidential programme (p = .031). Relationship was positive (b = .126). F-ratio of the model was equal to 3.235, which slightly exceeds the incidental maximum to be expected with p = .043. Hence, the observed variations could be considered as not incidental.
As for the influence of Russian culture on organisational culture, it did not have a statistically significant impact on the respondents’ attitude during the lectures within the framework of the Presidential Programme (p = .134).
The survey results suggested that sufficient level of technical competence to absorb provided business knowledge was statistically significant determining factor of
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