Article French OPEN
Dumitru ZAIȚ ; Angelica-Nicoleta ONEA ; Ruxandra CIULU ; Maria TĂTĂRUȘANU (2013)
  • Publisher: Romanian Foundation for Business Intelligence
  • Journal: Management Intercultural, issue 29 October, pages 61-69 (issn: 1454-9980, eissn: 2285-9292)
  • Subject: corporate social responsability | HF5001-6182 | Business | Sociology (General) | HM401-1281 | national culture | organizational culture | corporate social responsability, national culture, organizational culture
    • jel: jel:Q50 | jel:M14

Business competition and pressure of European directives put Romanian company in a position to find answers to issues related to long-term survival and development. In this context we believe it is necessary to analyze some of the most important components that should be taken into consideration at the strategic level: national and organizational culture. The results indicate that corporate social responsibility is supported by learning and change-oriented organizational culture, but also by a favorable cultural and national economic framework. Based on these theoretical considerations we intent to emphasize the relationships between national culture / corporate culture and corporate social responsibility (CSR), elaborating an empirical argument by analyzing the results provided by Global 100, an annual project initiated by Corporate Knights Inc. (Davos). Starting with 2005, it has the largest database in the world and an appropriate evaluation methodology that provides a ranking of the top 100 most responsible companies in the world.
  • References (13)
    13 references, page 1 of 2

    [1] Baleanu,T.E., Chelcea, L., Stancu, A., The Social Responsibility of the Top 100 Romanian Companies. An Analysis of Corporate Websites, Amfiteatru Economic Journal, 13 (29), 2011, 237-250.

    [2] Bibu, N., Brancu, L. (2008), Convergences of the Romanian societal culture with European culture clusters in the process of European integration. The role of intercultural teams management in increasing European cohesion,; MPRA Paper No. 9476,;

    [3] Corporate Knights, The Global 100: World Leaders in Clean Capitalism,; ection-criteria.html;

    [4] European Comission, Implementing the partnership for growth and jobs: making Europe a pole of excellence on corporate social responsibility, 2006, /fil es/eucommision_csr_strategy_march_2006. pdf, accessed on February 2013.

    [5] Fabiano, M., Lombardi, S., Camargo Leal, C., Basso, L., The activity of Natura from the perspective of sustainable development and of corporate social responsibility, Management Research: The Journal of the Iberoamerican Academy of Management, 8(3), 2010, 165-182.

    [6] Hahn, R., Integrating corporate responsibility and sustainable development. A normative-conceptual approach to holistic management thinking, Journal of Global Responsibility, 2(1), 2011, 8-22.

    [7] Hills, M. D. (2002), Kluckhohn and Strodtbeck's values orientation theory, în W. J. Lonner, D. L. Dinnel, S. A. Hayes, & D. N. Sattler (Eds.), Online Readings in Psychology and Culture (Unit 6, Chapter 3), (, Center for Cross-Cultural Research, Western Washington University, Bellingham, Washington USA;

    [8] Hofstede, G. (1996), Managementul structurilor multiculturale, Editura Economică, Bucureşti;

    [9] House, R., Hanges, M., Javidan, M., Dorfman, P.J., Gupta, V. (2004) , Culture, Leadership, and Organizations: The GLOBE Study of 62 Societies, SAGE Publications, Thousands Oaks;

    [10] Javidan, M., House, R., Dorfman, P., Hanges, P., Luque, M.S. (2006), Conceptualizing and measuring cultures and their consequences: a comparative review of GLOBE's and Hofstede's approaches, Jurnal of International Business Studies, 37, pp. 897-914, %20and%20Hofstede.pdf;

  • Metrics
    No metrics available
Share - Bookmark