Page 198 - Crossing Cultural Boundaries - Cees den Teuling

the applicability of the obtained knowledge for respondents’ home-organisation (p = .298), on its understandable content and feasibility for the colleagues at home (p = .339) and on the ability of respondents to change the way of “doing things” as a result of their participation in the Presidential Programme (p = .261).
The influence of the connections or cooperation with global (Western and Asian) business partners on the organisation’s culture did not affect in statistically significant way also the improvements in the results of respondents’ organisations both in organisational and financial senses (p = .543) as well as the fact that the implemented improvements created sustainable value for the home-organisations of respondents in the longer term (p = 1.000).
Analyses did not show significant results in the obtainable results for the Russian home organisations in the longer term. However, in the majority of the studied organisations, a number of improvements are noticeable and visible, compared with the situation before the implementation of the advisory services with an impact on the organisations, followed by the traineeship of the Russian managers in foreign organisations. Possibly, due to the fact that transparency is not a featured issue in Russian culture, the positive outcomes of the advisory and training programmes are underestimated, undervalued and not openly recognised by the participants of online surveys and are only articulated in face-to-face connections in the focus group session and the interviews. The participants in the in-depth interviews and the focus group session stressed the view that the insights learned from the foreign consultants in the home-organisation and through the traineeships in host-companies abroad was beneficial.
As declared by the co-owner and commercial manager of printing company (GIZ): “I decided to participate in the GIZ-BMWi Manager Training Programme. This step was logical for me-not only because of the opportunity to personally establish contact with suppliers but because the specialist seminars and visits to German printing companies were invaluable sources of inspiration”.
The owner/Director of the logistics organisation stated: “The recommendations helped to increase profits and to get a clearer vision on the organisation’s future goals and strategies”.
The executives of the drugstore chain declared: “Some of the advice offered was new to all of them, but later they came to understand that improvements of that kind have to be adapted and implemented”.
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