Page 191 - Crossing Cultural Boundaries - Cees den Teuling

The number of employees in the organisation had no statistically significant determining effect on the degree of respondents’ organisations benefit from knowledge transferred to them (p = .363), on the applicability of knowledge provided during the Presidential Programme (p = .397) and on the ability to change the way of “doing things” in their organisations by respondents’ introduction or convincing power (p = .650).
In the meantime, the number of employees in the organisation had statistically significant determining effect on the ability to change the way of “doing things” in their home-organisations as a result of respondents’ participation in the Presidential Programme (p = .016). Relation between the variables in this case was negative (b = - .101), which together with high F-ratio (5.987) suggested that the smaller was the organisation the higher was the impact of Presidential Programme alumnae on changing the way it worked and vice versa. By every ten people increase in number of employees in the organisation the ability to change the way of doing things in the organisation decreases by approximately one unit.
The ability of respondents to change the way of doing things in their home- organisation after participating in the Presidential Programme was affected in a statistically significant way by the ability to design, develop, defend and implement a strategic plan for respondents’ employer organisations in Russia, obtained by them during their internship at the host company (p = .000). Impact was positive (b = .470) and with F-ration equal to 9.783 the observed variances were not incidental.
In the meantime, the ability to assist in solving problems, based on their business competence during the respondents’ internship at foreign host-company had a statistically significant effect on the change of the way of “doing things” as a result of the respondents’ participation in the Presidential Programme (p = .005). Relationship between the variables was positive (b = .241), indicating that the increase in such an ability predicted increase in the change of way of “doing things” at one’s home- organisation. F-ratio for the model was high enough (8.174), meaning that observed variances were not incidental.
The respondents’ ability to change their way of “doing things” in their organisations and by their introduction and convincing power was not determined in statistically significant manner by the readiness to share knowledge between employees (p = .910), between employees and managers (p = .199) and between managers and employees (p = .315).
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