The CEO project is phase III of the GLOBE project on culture and organizational leadership effectiveness. While the focus in phase II have been on national and organizational culture and its impact on culturally endorsed implicit leadership theories, the CEO project concentrates on the perceived behavior of CEOs in 24 countries and its impact on Top management team commitment and firm effectiveness. It also includes value preferences of CEOs, and subordinate managers in strategic organizational decisions.
Published in Chapter:
Corporate Social Responsibility Values in Transforming Societies: Are There Country-, Status-, and Hierarchy-Based Differences?
Rainhart Lang (Technische Universität Chemnitz, Germany) and Irma Rybnikova (Hamm-Lippstadt University of Applied Sciences, Germany)
Copyright: © 2020
|Pages: 23
DOI: 10.4018/978-1-7998-1013-1.ch007
Abstract
The focus of the chapter is on corporate social values of managers as one important basis, and explanation of the functioning of CSR concepts in CEE organizations. The analysis is based on theoretical concepts explaining the relationship between the national and institutional context, corporate values of managers, and CSR activities, like “upper echelon theory,” which consider managerial action as a direct or indirect expression of the individual values of top managers. The situation in transforming societies in CEE countries can be well-described using the concept of situational strength. The empirical findings, with data from the GLOBE-CEO project from 129 firms in East Germany, Estonia, and Romania, show specific country-based combinations of corporate social values in the companies studied, with strategic orientation in East Germany, shareholder focus and a relatively strong religious orientation in Romania, and an orientation on shareholders as well as on employees and community in Estonia.