Page 185 - Crossing Cultural Boundaries - Cees den Teuling

were not incidental. In the meantime, the existence of understanding while talking between the docents and the respondents appeared to have no statistically significant impact on the change of the way of “doing things” as a result of respondents’ participation in the Presidential Programme (p = .464). A significant effect was found also of the abovementioned fact on the ability of respondents to develop the necessary skills to implement new business knowledge in their home-organisations in Russia during their internship at the foreign host-company (p = .011). Relationship between variables was, again, positive (b = .299), meaning that better understanding between the docents and respondents predicted higher ability to develop the necessary skills to implement new business knowledge. F-ratio was equal to 6.715, meaning that there was only very small chance that observed variances could be incidental.
In the meantime, the existence of understanding while talking between the docents and the respondents appeared to have no statistically significant impact on the change of the way of “doing things” as a result of respondents’ participation in the Presidential Programme (p = .464).
The Proposition 3.3 is partly accepted.
5.4 The effect of Knowledge Transfer on the Sustainable Value Creation in Russian organisations with consideration of the peculiarities of the Organisational Culture
It was assumed that the traditional internal culture of Russian organisations in a number of occasions block and/or hamper the KT process, directed to reach and to obtain the level of SVC.
The successful and complicated process of KT is always a combination of various factors. None of the single factors involved is sufficient predominant by themselves to accomplish SVC solely. The desired outcome of the knowledge transfer process, the sustainable creation of value, leading to comparative advantages for the recipient organisation, largely depends on the establishment of an atmosphere of value creation. Combined efforts of the knowledge transmitter and the resources (staff, design, products and marketing facilities) of the recipient organisation are conditional to reach the requested outcome of SVC. Only occasionally the KT processes are evolving as linear developments. Values are often developed in separated spheres (e.g. departments, subsidiaries and/or partner-organisations) and differentiated sequences in time and are emerging along separated value creation directions.
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