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Abstract By analyzing the survey data from China’s 128 manufacturing corporations, we test the validity of the fourdimension construct of corporate social responsibility (CSR), proposed by Carroll, in China’s manufacturing industry. Meanwhile, this study develops and verifies the scale of organizational culture (OC) based on the competing value framework. Empirical results reveal: (1) in comparison with flexible culture, market culture and hierarchy culture are the dominant culture types; (2) corporations can do well in economic, legal and ethical responsibility, except for philanthropic responsibility; (3) different dimensions of OC have different impact on global CSR and its subdimensions, while flexible culture impacts global CSR most significantly. Managerial implications are provided for China’s manufacturing corporations to cultivate organizational culture through which to improve CSR practices.
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Received: 21 November 2012
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2013, Vol. 10 
