ISSN 1392-2785 ENGINEERING ECONOMICS. 2009. No 1 (61)
COMMERCE OF ENGINEERING DECISIONS

Organizational Culture Types as Predictors of Corporate Social Responsibility*
Ülle Übius, Ruth Alas
Estonian Business School,
Estonia, Tallinn 10114, Lauteri 3
The purpose of this paper is to investigate connections between corporate social responsibility and organizational culture types. The survey was conducted in Estonian,
Chinese, Japanese, Russian, Czech, Finnish, German and
Slovakian electric-electronic machine, retail store and machine-building enterprises. The main aim of the study is to find connections between corporate social responsibility and different organizational culture types.
According to Cameron and Quinn (1998), culture defines the core values, assumptions, interpretations and approaches that characterise an organization. Competing
Values Framework is extremely useful in helping to organize and interpret a wide variety of organizational phenomena. The four dominant culture types – hierarchy, market, clan and adhocracy emerge from the framework.
According to Strautmanis (2007), social responsibility is part of organizational culture and a value in the organizational culture environment. Development of social responsibility is a change in values orientation, whose task is shaping the attitudes, transformation of the personal position so that it matches individual and public interests.
Different organizations have framed different definitions about corporate social responsibility - although there is considerable common ground between them. Nowadays corporate social responsibility is an integral part of the business vocabulary and is regarded as a crucially important issue in management (Cornelius et al., 2008;
Humphreys, Brown, 2008).
In order to find connections between corporate social responsibility and organizational culture, the authors conducted an