The model fits the data adequately for the main factors of the political, social, and economic environment, as well as the next level of environmental factors (legal, technological, and business domain). However, it does not allow us to discern the general political philosophy or the cultural elements that underlie it. Because the model deals with culture only at the macro level (i.e., in Dimension 1), it does not account for its effects on the other dimensions. Unlike the model, the case data demonstrate that culture is evident in every aspect of the projects, embedded in the way people think, perceive, and act. We identified important cultural factors by comparing responses to the same interview questions in different countries. For example, we found that leadership is viewed differently in the United States and French-speaking Canada. Although leadership was identified as a critical success factor by interviewees in both places, what they meant by leadership was not the same. The Americans referred to a personal style, skill, or ability to trigger trust among participants, whereas the Canadians referred to the authority attached to the formal position that a leader occupies. Similarly, different cultures assigned different meanings to another key concept, stakeholders. In the French-speaking cases, stakeholders were defined as those involved in operating the service program. Clients or customers were not considered stakeholders because they are external to the collaboration. By contrast, Americans included clients among their most important stakeholders.