Page 206 - Crossing Cultural Boundaries - Cees den Teuling

The effects of OC and the organisational environment on the KT process
As an issue with a high impact on the trans-boundary KT (Michailova & Husted, 2003) the readiness to share knowledge within and between various groups in the organisation was studied. The results of the analysis suggested that in managers’ organisations the readiness for sharing knowledge between employees was generally considered as high. Readiness for sharing knowledge between employees and managers was perceived very high or high. Similar to the literature (e.g. Holden, 2001) the perception of the opposite direction of knowledge sharing, i.e. between managers and employees was slightly more polarised.
The external knowledge sharing, i.e. sharing with outside world was perceived as less common in the outcome of the research. More precisely, it was rejected by the majority of managers and respondents.
The effect on the KT of management and communication styles in Russian organisations
In contrast to the literature (Michailova & Sidorova, 2011b), the findings of the research showed that the majority of the managers agreed or strongly agreed with the idea that their organisations are open to share new ideas and innovations from external sources and internally developed but they are not ready to share new ideas and innovations with suppliers and distributors, the business sector and through media. Externally acquired knowledge, e.g. from the Presidential Programme is disseminated among colleagues and management, with a variance in acceptance and implementation. The conducted research shows that dominant style of management and communication hampers the reception of knowledge while openness and acceptation of new ideas and innovations are positive to the fruitful embedding in the organisation’s repository of knowledge and the subsequent impact on the development of SVC.
Analysis of the research reported the ability of managers to spread the acquired knowledge among their colleagues in statistically significant way. Level of trust either among employees in the managers’ own department or among employees from other departments did not have a significant effect on the ability of the managers to spread the acquired knowledge among their colleagues, on the opportunities of managers to inform the management of their organisation about their experiences in the Presidential Programme, as supported by the findings in literature on cultural values and workplace communication styles in Russian organisations by Bergelson, (2003).
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