Page 67 - Crossing Cultural Boundaries - Cees den Teuling

The Russian collectivism is associated with different values and norms for in- groups and out-groups (particularism) and with a noticeable absence of self-orientation.
The Russian collectivism is associated with different values and norms for in-
Social norms connected with collectivism can be also found in the emotional
groups and out-groups (particularism) and with a noticeable absence of self-orientation.
dependence of the individuals on organisations, institutions and government bodies
Social norms connected with collectivism can be also found in the emotional
(Puffer & McCarthy, 1995). Although in the late 1980’s private commercial
dependence of the individuals on organisations, institutions and government bodies
organisations (enterprises) became legal, there is still a longstanding tradition of the
(Puffer & McCarthy, 1995). Although in the late 1980’s private commercial
own culture, emphasizing collectivism.
organisations (enterprises) became legal, there is still a longstanding tradition of the
A rather new phenomenon in the Russian management practice is the full
own culture, emphasizing collectivism.
implementation of Human Resource Management (HRM) practices, as implemented in
A rather new phenomenon in the Russian management practice is the full
Western organisations for decades already. Fey, Bjorkman and Pavlovskaya (2000)
implementation of Human Resource Management (HRM) practices, as implemented in
found in Russia a relationship between (early) HRM practices with outcomes as
Western organisations for decades already. Fey, Bjorkman and Pavlovskaya (2000)
retention, motivation and development and the connection to organisation’s
found in Russia a relationship between (early) HRM practices with outcomes as
performance. The authors argue that the performance of employees in a Russian
retention, motivation and development and the connection to organisation’s
organisation largely depends on the employee’s capacity, skills and a high motivation.
performance. The authors argue that the performance of employees in a Russian
Education of Russian managers in HRM practices is considered an essential source of
organisation largely depends on the employee’s capacity, skills and a high motivation.
firm performance and competitive advantage (Fey & Björkman, 2001). The observation
Education of Russian managers in HRM practices is considered an essential source of
of the previously mentioned authors, that Russian managers are aware of their
firm performance and competitive advantage (Fey & Björkman, 2001). The observation
professional limitations has been confirmed by Michailova and Jormainen (2011a) who
of the previously mentioned authors, that Russian managers are aware of their
argued that “Russian firms’ painful awareness of their capital and economic dependency
professional limitations has been confirmed by Michailova and Jormainen (2011a) who
on Western partners in the beginning of the new era has motivated them to engage in a
argued that “Russian firms’ painful awareness of their capital and economic dependency
fierce competition for knowledge” (Michailova & Jormainen, 2011a, p. 252).
on Western partners in the beginning of the new era has motivated them to engage in a fierce competition for knowledge” (Michailova & Jormainen, 2011a, p. 252).
2.5.2 Linking innovation and creativity to the Denison’s Organisational Culture
survey
2.5.2 Linking innovation and creativity to the Denison’s Organisational Culture
A quantitative tool “Creativity to the Denison Organisational Culture Survey (DOCS)” survey
by Denison is a tool, which will be administered for this research. DOCS is selected for
A quantitative tool “Creativity to the Denison Organisational Culture Survey (DOCS)” the reason of showing an impact of the OC on the effective results. It is founded on four
by Denison is a tool, which will be administered for this research. DOCS is selected for
elements: (i) organisation’s employees’ involvement; (ii) a retainer of the basic cultural
the reason of showing an impact of the OC on the effective results. It is founded on four
character while being open minded and ready to adapt to new situations; (iii) a clear and
elements: (i) organisation’s employees’ involvement; (ii) a retainer of the basic cultural
consistent OC; (iv) Provision of guidance and direction with a clearly defined mission.
character while being open minded and ready to adapt to new situations; (iii) a clear and
These four elements are defined separately and integrated afterwards to comprise an
consistent OC; (iv) Provision of guidance and direction with a clearly defined mission.
applicable model for the research. The Denison’s model is implemented to evaluate the
These four elements are defined separately and integrated afterwards to comprise an applicable model for the research. The Den6i5son’s model is implemented to evaluate the
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