The purpose of this research is to explore the determinants of socially oriented actions by family firms during the COVID-19 pandemic. Specifically, it aims to understand how family involvement, financial resources and cultural dimensions influence their social responsibility initiatives. By analyzing these factors, the study contributes to the literature on family business behavior and corporate social responsibility (CSR) in crisis contexts, offering insights into the unique interplay of family and cultural influences. This study employs a multi-country dataset to investigate the socially oriented responses of family firms during the COVID-19 pandemic. Robust analytical methods are applied to examine the interplay between family involvement, firm financial conditions, and national cultural dimensions. The analysis incorporates firm-level characteristics and cultural factors across diverse national contexts, leveraging quantitative data to draw insights into the behavior and decision-making of family firms in times of crisis. Our study reveals that family ownership fosters socially oriented responses during crises, while the presence of a family CEO is linked to more cautious, survival-focused behavior. Cultural dimensions significantly shape these dynamics: indulgence, short-term orientation and power distance promote greater social engagement, whereas uncertainty avoidance and long-term orientation temper it. Interestingly, firm size and sales impact did not significantly moderate these relationships, underscoring that identity, stewardship, and cultural norms - not resource availability - drive family firms' crisis responses. These findings highlight the nuanced interplay between family involvement and cultural context in shaping socially responsible actions.
