Page 199 - Crossing Cultural Boundaries - Cees den Teuling

According to a GIZ Managing Director of a high-tech company: “The management training in Germany taught me to formulate my company’s aims more precisely, and now I find it easier to make the right strategic decisions”.
The Proposition 4.2 is rejected.
Based in the conducted analysis it can be conclude that, in general, involvement of foreign consultants in Russian organisation and participation in the Presidential Program are, in general, beneficial for the organisations from the perspective of SVC and establishment of “Comparative Advantages”, although several factors affect the KT process. Environment of the organisation, specifically “progressive”, “supportive” and “stable” have a strong influence on the acceptance and readiness to implement new ideas and innovations. Progressive and chaotic environments have a respectively positive and negative effect on the openness in terms of new ideas to other employees and other departments.
In majority of cases the Presidential Programme’s alumni perceive the KT from the host company to them as successful. Relationship between the alumni and docents and supervisors of the host company is an important determinant of that success. Specifically, the ability of docents and supervisors to express their ideas clearly, to say the right things at the right time, consensus on what was important has a statistically significant on that perception. Ability to transfer the gained knowledge to the employee and managers of the home-organisation.
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