Cross-Level Cultural Congruence: Implications For Managing Diversity In Multinational Corporations

Abstract

Few models view culture as a multi-level construct and limited diversity management theories capture the significance of the configuration of individual, organizational, and national culture differences on employee and organizational outcomes.

This paper seeks to bridge this gap by presenting a conceptual model that suggests that the interplay between this triad of cultural entities (individual, organizational, and national) influences the degree of cultural congruence that ultimately affects individual and organizational outcomes. Figures that serve as explanations of these cultural configurations are presented and implications for diversity management research and practice are offered.