Page 210 - Crossing Cultural Boundaries - Cees den Teuling

and competences of the individuals, the “knowledge workers” will need to be developed, to be able to contribute to the valuable solutions, beneficial to the home organisation.
Established business links and plans for cooperation of any sort are some of the results of transboundary connections with organisational and financial outcomes, beneficial to all organisations involved.
The effective assistance of consultants can be crucial in bringing the organisations in Russia to a next level of professionalism. However, SME’s are in the category of the most “in need”. However, they are neglected by the governmental institutions and the banking sector in Russia. A “level playing field” a reduction of bureaucratic “red tape”, with some facilities in support and fiscal regime for SME’s can be a stepping stone for a healthyer economic position of SME’s.
The long-term effect of the “Comparative Advantages” established through SVC on the organisation’s position in the longer term
The third-party research results’ analysis presents a shattered view on the results on the Russian home organisations, in the longer term. The fact that the third-party data were not fully comparable with each other due to the lack of and/or not consistent information as explained already, there is not an ample base for the comprehensive conclusions. In general, it can be stated, 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, in the shorter term. A remarkable fact, stemming from the analysis, is that the average manager, participant in the training programme, benefitted personally and gained extended knowledge and skills, beneficial for the home-organisation and additionally, for the individual career.
In the longer term, the effect is from the perspective of disseminating the advanced knowledge and skills among colleagues and adjacent organisations. As argued by Grönroos and Voima (2012, p. 146) “Defining value creation as the organisation’s creation of value-in-use and determining that co-creation of value only may take place in a joint value sphere suggest that consultants must address their processes and activities in a structured manner”. Field research conducted in the framework of this study showed that the effective application of knowledge management processes affects an organisation’s options for the SVC process positively. Necessary changes in the organisation towards a more knowledge driven stance facilitate the ability of the organisation to moderate the design and implementation of the state-of-the-art
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