Influences of change management processes on superior work performance were examined using causal modelling on 341 managers from an international chemo-pharmaceutical company in Germany, Mexico and France, who had completed a Quality Performance Scale (Leadership & Change Management Questionnaire). The research, whilst dealing largely with organisational development also concentrates on micro issues such as employees and their involvement in the changing organisation, and especially on their reactions to change-induced stress. Another central theme to this investigation has been the examination of cross-cultural differences within the changing organisation. Irrespective of job status, managers‘ previous experiences of an in-house measure of excellence, positively influenced their score on the Quality Performance Scale. Low scores of egoism were found to positively influence the quality of work performance. Differences in workplace flexibility accounted for 60% of the variance in Performance/Flexibility/Stress. This supported the conclusion that in this instance, organizational culture is not constant but varies according to organizational division and country. This research has not only broken new ground for the host organisation by introducing new efficient methods for measuring its employees workplace behaviour, but it has also produced a valuable piece of empirical work measuring superior performance in managers, from a cross-cultural differences perspective, using a multi-rater feedback system, across time