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The purpose of this paper is to examine whether a multinational company can transmit its corporate management system and operations management system from its domestic operation to its subsidiary located in a country with very different national culture.

This research proposes that it is possible for a multinational company to override differences in national culture and create a “company citizenship” across the globe, with similar corporate management and operations management system. Another purpose of this research is to show that it is not true that globalization would create just one single culture, originated in the USA and Western Europe, which is called “Jet‐Set Culture” by Freedman. Japanese multinational companies are spreading their own unique organizational values of their management system across the world in their subsidiaries. Thus, different multinational companies may create their own unique organizational culture that produces their own company citizenship, which can be spread globally. To prove these hypotheses, this paper has reported the result of a survey conducted in the domestic operations of the Toyota Motor Company (Toyota) and in its operations in India.

Core values of Toyota's management systems are derived from the values that are identified in the mission statement of Toyota. According to the results of the survey based on opinions of Toyota's employees, there are broad similarities in the values composing its management systems, irrespective of national locations. Thus, Toyota has managed to form the “company citizenship” in its headquarters in the host country, Japan, and successfully transmitted it in its subsidiary located in the host country, India, with an alien national culture.

The paper shows that company citizenships of different companies, based on their unique organizational cultures, but not on their national cultures, are emerging as a new organizational form in this global era.

Different multinational companies may create their own unique organizational culture that produces their own company citizenship and which can be spread globally.

This paper proposes that there are some specific espoused values in every important multinational company, which form its organizational cultures and create values, which in turn may form commitment of its employees. These commitments are the indicator of successful performance of a company because creation of commitment leads to success of the company; this interrelationship between culture and commitment can be called company citizenship and can be transmitted from one part of the globe to another by a multinational company through the transmission of its corporate management and operations management system.

This is a review article on the effectiveness of cross‐cultural managements of multinational companies. Analysis is based on the relationships between national and corporate culture and these corporate cultures vary across nations and how multinational companies can adopt the national differences.

We have analysed the human resources management system in Japanese automobile companies, Toyota and Nissan, in their overseas production plants in the UK and have tried to analyse differences if any between their original human resources management system in Japan and in their foreign operations. We found out that these companies, as far as their internal operations are concerned, have tried to implement their original practices in spite of cultural differences. However, in the case of production management system they are not completely successful because of organisational differences in their foreign locations. We have analysed the effects of these novel practices on the industrial scene in the UK in general.

The purpose of this research is to provide a systematic insight into corporate social responsibility (CSR) and corporate citizenship (CC) in supply chain development, by analyzing the current literature, contemporary concepts, data and gaps for future discipline research.

This research identifies information from existing academic journals and investigates research designs and methods, data analysis techniques, industry involvement and geographic locations. Information regarding university affiliation, publishers, authors, year of publication is also documented. A collection of online databases from 2001 to 2018 were explored, using the keywords “corporate social responsibility”, “corporate citizenship” and “supply chain” in their title and abstract, to deliver an inclusive listing of journal articles in this discipline area. Based on this approach, a total of 164 articles were found, and information on a chain of variables was collected.

There has been visible growth in published articles over the last 18 years regarding supply chain sustainability, CSR and CC. Analysis of the data collected shows that only five literature reviews have been published in this area. Further, key findings include 41% of publications were narrowly focused on four sectors of industry, leaving gaps in the research. 85% centered on the survey and conceptual model, leaving an additional gap for future research. Finally, developing and developed nation status should be delineated, researched and analyzed based on further segmentation of the industry by region.

This research is limited to reviewing only academic and professional articles available from Emerald, Elsevier, Wiley, Sage, Taylor and Francis, Springer, Scopus, JSTOR and EBSCO containing the words “corporate social responsibility”, “corporate citizenship” and “supply chain” in the title and abstract.

This assessment provides an enhanced appreciation of the current practices of current research and offers further directions within the CSR and CC in supply chain sustainable development.