Purpose This study aims to investigate whether generational stage – founder versus descendant leadership – affects corporate social responsibility (CSR) performance in family firms, and whether this relationship is moderated by national cultural dimensions, specifically long-term orientation, uncertainty avoidance and power distance as defined by Hofstede’s cultural framework. Design/methodology/approach Using a cross-country sample of 401 publicly listed family firms from 29 countries over the period from 2007 to 2018, and applied fractional regressions and robustness tests. Findings Cultural dimensions positively moderate the impact of generational stage on CSR outcomes, though effects vary across the Environmental, Social and Governance (ESG) pillars. The results underscore the importance of cultural context in shaping CSR strategies during generational transitions. Originality/value This study contributes to the growing body of literature on family business and CSR by demonstrating that the interaction between socioemotional wealth and informal institutions – national culture plays a pivotal role in shaping CSR performance in family firms.
Nhat Minh Tran (2026) studied this question.