This paper examines cultural and leadership variables associated with corporate social responsibility values that managers apply to their decision-making. In this longitudinal study, we analyze data from 561 firms located in 15 countries on five continents to illustrate how the cultural dimensions of institutional collectivism and power distance predict social responsibility values on the part of top management team members. CEO visionary leadership and integrity were also uniquely predictive of such values.

Some organizational commitment theorists have proposed that culture is an important antecedent to organizational commitment (Meyer & Allen, 1991; Wiener, 1982). This study tests whether individualized measures of power distance, collectivism, uncertainty avoidance, and masculinity are related to an employee’s level of commitment. A nine-factor model of commitment is postulated with three bases (affective, continuance, and normative commitment) and three foci (organization, supervisor, and workgroup) of commitment. Confirmatory factor analysis provides support for the commitment model embodying all bases and foci of commitment. Hierarchical regression analysis results also suggest that cultural dimensions are significant predictors of multiple bases and foci of commitment. Specific significant results include: (1) Power distance is related to normative commitment across all foci; (2) Uncertainty avoidance is related to continuance commitment across all foci; and (3) Collectivism is related to workgroup commitment across all bases of commitment.

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This paper reports the findings of a 12-nation study designed to test empirically the relationships between societal cultural values, individual social beliefs, and the perceived effectiveness of different influence strategies. The relationships between three types of broad influence strategy (persuasive, assertive, and relationship based) and four dimensions of individual beliefs (cynicism, fate control, reward for application, and religiosity) were examined. Three of Project GLOBE's cultural values (in-group collectivism, uncertainty avoidance, and future orientation) were selected to investigate their direct effects on the rated effectiveness of influence strategies, and their possible interaction with dimensions of individual beliefs. Results showed that different dimensions of individual social beliefs predict the perceived effectiveness of the three types of influence strategy, and that cultural values can moderate the strength of the relationship between these dimensions of individual social beliefs and the perceived effectiveness of influence strategies.