Corporate Social Responsibility and the National Culture in Automotive Dealerships

Objective: this study seeks to analyze the relationships between dimensions of national culture and corporate social responsibility (CSR) practices in automotive dealerships. Theoretical framework: the theoretical bases used correspond to the contents of CSR and Hofstede’s cultural dimensions. Method: a survey-type quantitative study design was employed and classified as field research; 108 questionnaires were applied, and 43 were answered by managers and 65 by employees of seven organizations in Rio Grande do Sul State. The answers were validated using structural equations. Results and conclusion: our findings showed a positive relationship between long-term orientation and CSR practices; a negative relationship between masculinity, power distance, and uncertainty avoidance and CSR practices was also observed. Hence, the dimension of national culture, long-term orientation, and uncertainty avoidance were positively associated with CSR practices. Research implications: the implication is in implementing CSR practices and their relationship with the cultural dimensions, seeking to encourage management procedures in automotive dealerships, serving as support for decision making. Thus, this study contributes to expanding knowledge about the subject studied. Originality/value: The study’s originality lies in analyzing the relationships between the dimensions of national culture and CSR practices in automotive dealerships. Furthermore, it provides subsidies for understanding how organizations behave from changes in the environment and understanding concepts about ethics and corporate responsibility involving CSR practices and national culture. Objective: this study seeks to analyze the relationships between dimensions of national culture and corporate social responsibility (CSR) practices in automotive dealerships. Theoretical framework: the theoretical bases used correspond to the contents of CSR and Hofstede’s cultural dimensions. Method: a survey-type quantitative study design was employed and classified as field research; 108 questionnaires were applied, and 43 were answered by managers and 65 by employees of seven organizations in Rio Grande do Sul State. The answers were validated using structural equations. Results and conclusion: our findings showed a positive relationship between long-term orientation and CSR practices; a negative relationship between masculinity, power distance, and uncertainty avoidance and CSR practices was also observed. Hence, the