The organizational culture is a significant construct in a time of change during the organizational transition, and it plays an important role in achieving goals of social responsibilities, which is an important part of sustainability. The literature shows the gap of socially responsible transfer of organizational culture with the impact on employee’s well-being. The cultural changes of the organization during the transition are particularly in connection with the impact on internal communication where organizational culture presents a part of values, norms, and ethics, which influences successfully implemented changes and in such a way has an influence on the stress and work satisfaction. The main purpose of the presented study is the development of the model of socially responsible transfer of organizational culture to the foreign subsidiaries on a basis of adjusted internal communication, which reduces stress and increases work satisfaction. Impacts of organizational culture on internal communication, stress, and work satisfaction are clearly presented, as well as inter-related impacts of the constructs concerning national culture, leadership, and organizational knowledge. Thus, the new holistic model of socially responsible transfer of the parent organization culture to foreign subsidiaries clearly defines steps of organizational culture, internal communication, stress management, and work satisfaction. Managerial implications are discussed.

Successful internal communication in an intercultural environment depends on the organizational culture, business environment, social responsibility, and leaders' skills. Thus, internal communication and employee adaptation to changing business environments ask what a successful socially responsible internal communication requires. This contribution discusses theoretical foundations of qualitative research, how the organizational culture can define which direction the organization should chose to attain social responsibility, and how internal communication can improve understanding of professional language and be decisive in a working environment. The generated model offers insights into understanding social responsibility and organizational culture to improve internal communication.In order to address the challenge of successful and socially responsible internal communication in different business environments, the authors structured this article into several chapters. The methodology of the research is presented in Chapters 2, 3, 4, and 5, in which the authors examine the theoretical foundations of organizational social responsibilities, organizational culture, and internal communication. The authors further search for interaction between theoretical foundations to better understand successful internal communication and indicate that simply understanding that knowledge of professional languages for successful internal communication may not be enough. The authors of this article ask two main questions: 1) Do business environment, social responsibility, and organizational culture affect successful internal communication? 2) Is business language enough for successful internal communication? Hence, the authors present two important hypotheses: H1: Business environment, social responsibility, and organizational culture affect the success of internal communication. H2: Business languages only partially suffice for success of internal communication.