Assessing the potential for effective cross-cultural working between ‘new’ Russian managers and western expatriates

Abstract: This article addresses the critical issue of relationship building between young Russian managers, and their expatriate counterparts from western countries. It adds to the existing body of literature in focusing on cross-cultural interaction in the development of knowledge management rather than concentrating upon the one-sided transfer of knowledge that has been characteristic of many articles of this genre. A questionnaire was administered to eastern and western parties to international team working in the Moscow region to investigate the complexities of adjustment to new cultural realities. This survey was followed up by in depth interviews probing aspects of motivation and mutual perception. The paper constructs its argument as follows. First, with reference to established paradigms in cultural theory, it signals the breadth of the cultural chasm between eastern and western management and organisation. Second, in modifying ‘embedded’ cross-cultural concepts, it suggests that new, and more interactive, forms of cross-cultural engagement are being demanded in the rapidly changing international business environment now embracing Russia. Finally, by drawing upon fieldwork results, it is established that participants need to both ‘learn’ and ‘unlearn’ modes of thinking and perception in order to become fully effective international actors.

Back to Knowledge Management Bibliography Index