Page 217 - Crossing Cultural Boundaries - Cees den Teuling

6.5.5 The tacit tools for effective knowledge transfer in Russia
Management theories directed to the effects and implications of working in a cross- cultural environment can be brought down to some issues, one of which is the place of a certain culture on the continuum between the inner and the outer orientation. For example, the outer-oriented nature as the intrinsic part of the Russian culture, the feeling of being controlled by nature, and not being controlled by the human being effectively is manifested. In contrast, for the other side of the spectrum, by setting clear objectives, the inner-oriented (Western) cultures tend to accept an attitude in which control is natural by setting targets and directions to follow and to accomplish. In each individual both approaches can be recognised. Noticing the outer and/or inner-orientation, tendencies to certain directions are visible in the compared (Russian and Western) cultures.
Stemming from and observing the practices in (international) management and business consultancy, researcher is active in the KT processes, as a transmitter in trans- boundary, culturally diversified, environments. The need for a “toolkit”, to be able to address and to handle cultural differences in an advanced and structured mode, became apparent, unavoidable and highly desirable. Merging with and adaptation of the scholarly literature, the outcomes of the field research in Russia and the gained insights by observation and experiences as a practitioner in the field, evolved in a state-of-the-art instrument, a toolkit for the improvement of KT processes in intercultural environments.
Lessons are learnt during more than two decades of working in Russia’s business environment and are based on personal and collegial experiences and observations, the theories of knowledge transfer and the subtle approach with consideration of the values, attitudes and behaviours, established in Russian society. The lessons learnt imply that the recipients are open to accept new theories and best practices, to internalise them, and to be ready to communicate and to implement. In addition, the foreign (Western) Consultants/business trainers, as the transmitters of the new models, theories and practises, are requested to (re)design their portfolio of programmes and the connected programming, to guide the recipients with an approach that takes into account the inherent contradictions in the values of the Russian managers (May et al, 2005).
6.5.6 Contribution to the Managerial Practice
Summing up for conclusions, seven factors are to be nominated as crucial elements in the complex processes of transferring knowledge in an efficient and effective mode. 26197