Corporate Social Responsibility (CSR) has gained significant attention over the past decade and continues to grow as a global effort across multiple industries. Many countries have a longstanding history of practicing CSR while others have adopted or adapted the Western model of corporate volunteerism. However, little research has been conducted to determine cultural factors that impact CSR efforts such as volunteer motivation, impact, and project types. This study explores the CSR practices of Eli Lilly and Company (Lilly), whose annual day of service provides employees across the globe the opportunity to partner with local organizations and serve their communities through diverse projects allocated to the following themes: education, environment, hunger relief, animal care, youth, health, disaster relief, and beautification.  This organization’s philanthropic CSR efforts will be assessed using Hofstede’s cultural dimensions model to determine the impact of culture on the selection of project themes and types, volunteer motivation, volunteer satisfaction and organizational commitment, and the ways in which CSR practices impact the organization’s brand and reputation.  This study will also identify generational differences among cultures that may affect perceptions of CSR, motivation to participate, and overall satisfaction with CSR experiences.  Exploring fundamental aspects of Lilly’s global day of service may provide a framework to guide international organizations in developing global CSR programs and initiatives.