Page 187 - Crossing Cultural Boundaries - Cees den Teuling

The online survey results implied that the condition of being beneficial to one’s organisation as a result of participating in the Presidential Programme was not determined either by dominant style of management (p = .611) or by dominant style of communication (p = .075) in respondents’ organisations in statistically significant way.
The only condition that appeared to have a statistically significant effect on the condition of being beneficial to one’s organisation as a result of participating the Presidential Programme was being totally open for new ideas and innovations from outside sources or constantly implementing new ideas and innovations developed internally (p = .012). Relationship in this case was positive (b = .176), although F-ratio for the model was smaller than the maximum amount meaning that observed variances were likely to be incidental.
Other degrees of readiness to implement and share innovations appeared to have no statistically significant impact on condition of being beneficial to one’s organisation as a result of participating in the Presidential Programme. Significance values (p-value) for those variables were as follows: “Partly open to other employees and other departments” = .970, “We share innovations with suppliers and distributors” = .962, “We share innovations with the business sector and through media” = .893, “We prefer the way we use to do the business” = .844, “We don’t share innovations with the outside world and them with confidentiality for ourselves” = .518.
Additionally, the condition of being beneficial to one’s organisation as a result of participating in the Presidential Programme was not determined in statistically significant way by the trust among the employees of one department (p = .607) and the trust among the employees from different departments in the respondents’ organisations (p = .281), by the readiness for sharing knowledge between employees (p = .815), between employees and managers (p = .497), between managers and employees (p = .273) and with outside partners ( p = .903). The participants of the in-depth interviews and the focus group session in majority stressed the view that the insights learned from the foreign consultants and through the traineeships in host-companies abroad raised a more educated approach to KT in the Russian organisations, with taking into account the variances of peculiarities connected with the internal environment of the home- organisations.
A head of department of an educational institute noticed: For the Russian participants in the NMCP/PUM programme, the long-term effects varied depending on how much they shared the philosophy of the knowledge transfer and the level of implementation of sustainable value creation. An executive of an institute for
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