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vidual accomplishment and performance (Balaji et al., 2020).
The hierarchy culture is associated with formal rules and rou-
tines to which employees are required to conform. A centra-
lized and strict control system attempts to ensure efficiency
and predictability in such an organization. One culture is not
necessarily more productive than others, and the choice of
culture depends on the organization’s industry and strategy
and is based on founders’ values and historical events during
organizational growth.
National and international regulations and legislation
create coercive pressure to force organizations to adopt diver-
sity management. However, Dobbin et al. (2011) showed that
for legitimacy-enhancing innovations such as diversity mana-
gement, adoption is primarily driven by organizational culture,
not by need or institutional pressure. Organizational culture
can influence how an organization relates to the diversity cha-
racteristics of its employees and shapes the perceived expe-
riences of employees with those characteristics (Findler et al.,
2007, Shore et al., 2018). Several studies suggest that certain
types of organizational culture assist or obstruct particular di-
versity management practices, and that organizational culture
significantly influences the outcomes and results of firm diver-
sity (e.g. Dwyer et al., 2003, Guillaume et al., 2017, Holvino
and Kamp, 2009).
Furthermore, organizational demographics such as
size, degree of internationalization, working language and the
general educational level of employed migrant workers were
considered as contextual factors that might be associated with
cultural diversity strategy.

Organizational Development and Cultural Diversity Stra-
tegies.

Regarding the consequences of CDSs, we focus on human
resources management (HRM), and particularly the organi-
zational development process. Empirical evidence indicates

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