Culture has been understood as one of the factors that has a strong component in influencing all management activities. This study was aimed to study the role of six cultural dimensions of Hofstede's model and its impact on the workforce in Indonesian organizations. This study is qualitative research and using the metaanalysis method. Indonesia has a high power distance and collectivism, moderately in masculine, low preference for avoiding uncertainty, long-term oriented, and restraint which has an impact on the workforce. Results of this study showed that practical understanding of cultural dimensions of Hofstede's model and its impact on the workforce in Indonesian organizations.
The aim of this study is to investigate the correlation of ‘home country’ culture that affects cross-cultural and diversity management strategies. The study used a qualitative method with a phenomenological approach. Cultural framework introduced by Browaeys & Price was utilized to analyze cultural elements. Data collection was conducted through qualitative interviews with foreign expatriates from South Asia region and local Javanese employees who have direct contact with the expatriates. The results showed that, home country cultural background influence the cross-cultural and diversity management strategy in several cultural aspects. There is a strong company value in their managerial activities. It was also found that managers recognize and accept these differences, so that managers see diversity as an advantage.
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