Page 197 - Crossing Cultural Boundaries - Cees den Teuling

60,6% in Germany. Plan for reorganisation of the home-organisation was developed in 37,5% of cases in the Netherlands and 42,8% in Germany. Project development/implementation plans occurred in 56,3% of cases in the Netherlands and 20% of cases in Germany. New contracts were signed in 12,5% in case in the Netherlands and in 9,1% in case of Germany (“Presidential Programme” 2010). In case of GIZ the figures are not known.
Established business links counted for 6% as indicated by the experts involved in the PUM-2015. Established international business contacts, are divided over: import/export 43,8% and 27,4%; joint projects: 56,3% and 15,3%; distribution agreement 6,3% and 8,1%; joint venture 6,3% and 3%; licensed production by 0,0% and 3,7%; joint manufacture 6,3% and 3,7% in the Netherlands and Germany, respectively (“Presidential Programme” 2010). In case of GIZ the figures are unknown.
Perceived achievements in different directions can be counted as follows: reducing raw material costs took place in 58% of cases, product development in 54%, product modification and innovation in 49%, reduction of production costs in 46% (PUM-2015). In case of GIZ and “Presidential Programme” the figures are unknown.
The third-party analysis outcome is presenting a shattered view on the results of RQ-4.1. Due to the fact that the third-party data are not in line with each other as explained already. Lacking and/or not consistent information, presents an ample base for conclusions. In general is to mention that the advisory services delivered by the “transmitters” have at the best, a moderate effect and limited impact on the financial and organisational results and wellbeing of the “recipient” organisations. A remarkable fact, stemming from the analysis, is that the average manager, participant in the training programme, in general, benefitted personally and gained additional knowledge and skills, beneficial for the home organisation and additionally, for the individual career, In the longer term, spreading his advanced knowledge and skills among colleagues and adjacent organisations.
The Proposition 4.1 is accepted.
5.4.2 The effect of the “Comparative Advantages” established through Sustainable Value Creation on the organisation’s position in the longer term
The influence of the connections or cooperation with global (Western and Asian) business partners on the organisation’s culture did not have a statistically significant effect on the fact that respondents’ home-organisation benefited from the knowledge transferred by the employees participated in the Presidential Programme (p = .572), on
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