Page 223 - Crossing Cultural Boundaries - Cees den Teuling

Once installed and functionally active, practices of effective sharing of knowledge will conditionally have the potential strength to apply SVC, leading to competitive advantages to the recipient organisation.
To conclude, this Chapter is dedicated to the overall conclusions of the research and implications of the processes of trans-boundary KT and the purposefully gained SVC for the recipient organisations. As an optional instrument, an authoritative toolkit is provided for application, bi-directionally, by “transmitters” (foreign and Russian) and by recipient organisations. Established as a useful contribution to the daily operations in consultancy and business training projects, especially in culturally diversified environments. Already, draft versions of some elements of the “Toolkit” are implemented in a selection of KT projects in Russia, with satisfactory results.
Epilogue
A journey, to discover the extensive fields of cultural awareness, starting with a long-stay in Japan (2002) covering projects in Asia, Africa and Latin-America and ultimately leading to a strong focus on Central Europe and Russia, herewith comes, with the presented research, to a temporary end. A milestone is not a closure, in an endeavour to grasp the tacit foundations of cultural relationships, the foundation of the global economy, the necessity to try to understand culture as influential on the processes of the economy, at all interactive levels (organisations, individuals) concerned. The creation of synergy is the task of handling the relationships in the bi-cultural environments, to manage the cross-cultural connections, to be beneficial to all levels involved. As nowadays culture is still mainly associated with and connected to nation states, as culture is viewed as based on the notions of nationalist presumptions, an outbreak from the prevailing mind-set on culture is inevitable. As researcher, the position is taken that culture should be viewed as a subject to and the object of knowledge transfer, incorporated in knowledge management and bi-directional of nature. Thus, internalised, culture will become a valuable instrument for managers, not considered as an obstacle but as a resource of strength and an indispensable part of their “Toolkit”.
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