This document was received by the Digital Commons on July 27, 2006 and posted on August 2, 2006.

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The issue of implementing strong corporate governance has grown immensely in recent years, and has shifted the way organizations structure their decisions, from board composition to reporting and compliance processes. In light of the numerous scandals ranging from Enron to WorldCom, among others stemming from the boom and bust of 2000, some steps have been taken to restore investor and regulator confidence, Sarbanes-Oxley being the most popular phrase relative to corporate governance concerns here in the United States. Compliance and regulatory reporting have come to the forefront of firm priorities, but there are still implications for achieving strong corporate governance that need further solution development. The implication I will be exploring in this paper is twofold, that of the affect of culture on influencing, and the implications for establishing and maintaining good corporate governance. The aspect of corporate culture will be discussed, and then the more globally related subject of internationl culture, the cultural dimensions, and the implications they pose for global firms for achieving strong corporate governance. Findings on corporate and international culture relative to corporate governance will be based on the five elements of corporate governance to manage strategic risk, by Drew, Kelley and Kendrick, among other factors relevant to investors.