@article{Koprowski_Mazzioni_Dal Magro_Silva da Rosa_2021, title={National Culture and Corporate Social Responsibility }, volume={23}, url={https://rbgn.fecap.br/RBGN/article/view/4115}, DOI={10.7819/rbgn.v23i3.4115}, abstractNote={<p><strong>Objective</strong> – To determine whether national cultural dimensions influence a company’s Corporate Social Responsibility (CRS) performance.</p> <p><strong>Theoretical Framework - </strong>Hofstede’s cultural dimensions and Stakeholder Theory were used as theoretical bases for the study.</p> <p><strong>Methodology </strong>– The study uses the multiple linear regression method to analyze data from a sample of 4,598 companies from 41 countries. The data were collected from the CSRHub, Geert Hofstede, Transparency International, and Thomson Reuters websites.</p> <p><strong>Results </strong>– The findings indicate a country’s cultural dimensions influence business CRS activities. More specifically, companies based in countries with cultures that feature (i) a high power distance, (ii) high individualism, (iii) more femininity, (iv) low uncertainty avoidance, and (v) a long-term orientation exhibit higher CRS performance.</p> <p><strong>Practical & Social Implications of the Research – </strong>Prior knowledge of expected CRS engagement according to the country’s culture could contribute to formulating corporate strategies to expand a company’s activities to countries other than the one of its origin. This would ensure stakeholders’ expectations are met and improve competitiveness in the domestic market.</p> <p><strong>Contributions </strong>– The culture of a country may determine whether stakeholders are interested in CRS practices.</p> <p><strong>Keywords – </strong>Cultural dimensions; Hofstede; CRS performance.</p>}, number={3}, journal={Review of Business Management}, author={Koprowski, Sirlene and Mazzioni, Sady and Dal Magro, Cristian Baú and Silva da Rosa, Fabricia}, year={2021}, month={Sep.} }