The book addresses a current research question from comparative management research. After a phase of technological enthusiasm, there is a renewed emphasis on the fact that long-term business success significantly depends on motivated and performance-oriented individuals. Motivation, in turn, is influenced by individual needs and preferences, as well as by the attitudes and expectations of employees. Given that motivational differences at the individual level are already quite significant, the complexity of intercultural comparability becomes evident. In light of the increasing intensification and geographical expansion of international business activities, the book explores whether and to what extent one can speak of a cultural dependence of work motivation instruments and how this manifests itself.