The paper presents a model of culture-fit to understand human resource management (HRM) practices in both the developed and the developing countries. The model postulates that (a) socio-cultural values and enterprise environment affect the internal work culture of organizations which in turn influence managerial practices, and (b) organizations in the developed and developing countries differ in their internal work culture and HRM practices because of the differences in socio-cultural values of these countries. Empirical evidence is presented to support the model. Several practical implications for managerial practice are suggested.
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