This chapter reviews the literature on the intersection of culture and human resource management. More specifically, the chapter discusses why and how culture accounts for variance in human resource management practices and their outcomes between organizations operating in diverse cultural contexts. To that end, the chapter first provides a summary of how culture is defined and measured and reviews seven established frameworks of culture. Next, the chapter reviews related studies conducted by members of the Cranfield Network on International Human Resource Management and other established scholars in the literature of cultural variance in human resource management practices (i.e., recruitment and selection, performance management and performance appraisal, training and development, compensation and benefits, flexible work arrangement, diversity management, and high-performance work systems) and their outcomes. The chapter concludes with practical implications for multinational corporations and domestic organizations and provides an overview of future research avenues in the field.