ABSTRACT
The Model of Culture Fit was tested in three cross-cultural studies. The model predicts that the socio-cultural environment and enterprise characteristics have significant influence on managerial assumptions about employee nature and behaviour and human resource management (HRM) practices. In the first study, workers in the United States, Canada and India completed a 45-item self-report questionnaire that enabled their comparison on six socio-cultural dimensions, eight work culture dimensions, and ten HRM practices. As predicted by the Model, Indian workers differed from those in both the U.S. and Canada on more dimensions than the U.S. workers differed from those in Canada. In the second study, new samples of Indian and Canadian participants responding to the questionnaire differed on dimensions similar to those found in the first study. In this study, relationships among societal and organizational culture and HRM practices were explored. A third, and previously published, study of differences between public and private sector organizations in India, was summarized for the additional evidence it provided consistent with the Model of Culture Fit. Research and practical implications of the three studies were discussed.
