The current study examines the effects of individualism, power distance and uncertainty avoidance on employee perceptions of teamwork, management accessibility, participation in decision making, and innovativeness in a large multinational company with offices in U.S., Japan, China and Germany. A test was first conducted to see if individuals with the same standing on a particular trait have an equal probability of endorsing a response, even if they are from different cultures. Results showed that aside from Participative Decision Making, all other scales were equivalent across the countries. For Teamwork in the organization, the study found mixed results for the U.S. and Japan. Further, higher power distant cultures scored lower in Management Accessibility. The study found high scores for Participation in Decision Making for all four countries. Lastly, the study did not find any significant difference in the Innovativeness dimension across the four cultures. Although these results were statistically significant, they were small, and therefore may not have practically significance on organizational functioning.