This study examines the relationship between influence in the strategic decision-making process and the sharing of organizational values. Findings from a quick service restaurant chain indicate that perceptions of value sharing are associated with the ability to influence critical strategic issues. The assessed ability of various corporate departments to influence specific strategic decisions differs according to the type of value shared and the degree of value sharing. Few differences in results exist as a function of value sharing with the top management team (vice presidents) versus value sharing with the founder/CEO. Implications of the results and the need to continue empirical exploration of value-based explanations for strategic decision making are discussed.