Page 222 - Crossing Cultural Boundaries - Cees den Teuling

hierarchical levels, an organisational culture that is able to encourage continuous learning, and the transparent communication of the organisations’ goals to link the shared knowledge practices, SVC and other benefits. An elementary condition is that managing executives are providing explicit directions and have a pro-active stance towards the process of feedback, to deliver guidance by examples;
(iii) Establishment and maintenance of a platform, facilitated by modern technology for the integration of useful software systems, data storage and repositories and facilitating mechanisms accessible to all employees of the recipient organisation who need to distract information and/or knowledge, available from internal and external sources.
In short, there is no real value in retrieving knowledge for the recipient organisation, unless management and employees acknowledge the demand of indispensable knowledge, unless those employees, who need the purposeful knowledge, are ready to learn, accept and apply, in order to implement into SVC’s, beneficial to their organisation.
As a conclusion, it should be noticed that there is no universal strategy to apply in KT processes as “transmitters” from inside or outside the recipient organisation, that there is a suitable (a one-size-fits-all) solution for all organisations. Successes are not ensured by introducing a link to a pre-prepared list of practices in the knowledge diffusion process, leading to a guaranteed success and to what will work best for all organisations.
For all transmitter and recipient organisations, it takes an equally intensive and persistent effort to reach a high level of commitment to ensure that the introduced, accepted, internalised and purposeful knowledge is available for application within the demanded timeframe and for the selected employees.
Sharing formal and informal networks, already exist in the majority of recipient organisations. In many occasions, it will be an available option to build on the already existing foundation of internal networks and to expand their strength, visibility and communication facilities. In the described situation, a substantial investment, moneywise, is not requested for creating a learning and knowledge sharing environment in contrast to the situation when a new digital network system or the modification of the existing one, is requested.
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