It is anchored not only in these cultural resources, but organizational resources as well. In other words organizational culture is not fully dependent on the culture of the employees alone, but the organizational environment, work or business philosophy, attitude of the management etc can also influence the organizational culture. This paper briefly analyses the role of culture and diversity in organizations.
Cartwright & Cooper (2002) have mentioned that there has been much optimism since the "global revolution" about how well an organization will do when it goes "global." Moreover, there has also been much risk in the acquisition and merger of organizations from various cultures to create organizations that are compatible and profitable. The expectation is that these multicultural organizations will appeal to more customers, creating an organization that can get ahead of all the rest (Cartwright & Cooper, 2002). Cross-border mergers have increased by about nine times of what they were just a few years ago. In fact M& A is adopted as a popular business strategy by big organizations in order to expand their wings to different countries and to reduce the competition. But in many cases, the expectations before the M&A have not been fulfilled after the M&A. The integration of the multicultural organizations into a single entity caused more problems than expected. Many of these takeovers and mergers fail because there is actually a production slow down based of the inability of two or more distinct cultures of people unable to work together.
Culture is dynamic; everything about the human is immersed in cultural belief. According to Cartwright & Cooper, (2002), culture refers to everything that makes up a way of life including language, which is the oldest institutional medium of expression, thought which is what creates perception of others and understanding of the world, spirituality which is