1. Introduction1.1 Definitions of CultureCulture can be simply thought of as "the way we do things around here", said Cartwright (2004, pp.85). Another understanding given by Deresky (2006, pp.83) is that a culture is composed of "shared values, understandings, assumptions, and goals that are learned from previous generations, imposed by current members of a society, and passed down to generations following”. '. It can be seen that culture is formed by the way of life and acquisition of knowledge by people of a certain region, and then represents a general preference, opinion and value towards them. This is why people from the same place can have a lot in common.1.2 The role of culture in management decisionsAs culture can impact people's behaviors generation by generation, in other words, the need for consumer business depends at some level on cultural influence. Cultural influence takes many forms, from laws, regulations, religions to personal interests. For example, automobiles in countries like the United Kingdom, Australia, India, New Zealand, etc., must drive on the right side of the road, while those in the United States, China , France, etc., run on the left side. This totally determines what type of car should be designed and sold in that country. Another example is the Starbucks logo issue in Saudi Arabia. Due to the country's Islamic beliefs, Starbucks' green mermaid logo was deemed inappropriate and immoral and was forced to remove the mermaid while only its brand name remained. (Daniels, Radebaugh and Sullivan, 2004; Fox, 2011)Accordingly, culture plays a vital role in the expansion of international business with its impacts from general strategic direction to details like logo.2. Four dimensions of national culture2.1 Po...... middle of article ......-national frameworks: impact and results. International Journal of Intercultural Relations, 35(4), pp.440-451. Starbucks, 2012. Our heritage. [online] Available at: < http://www.starbucks.com/about-us/our-heritage> [Accessed April 22, 2012] Svensson, G., 2001. “Globalization” of business activities: a “strategy” global » Approach, Management Decision, 39(1), pp.6-18. Thomas, DC and Ravlin, EC, 1995. Employee responses to cultural adaptation by a foreign manager. Journal of Applied Psychology, 80(1), pp.133-146. Wanasika, I., Howell, JP, Littrell, R., Dorfman, P., 2011. Managerial leadership and culture in sub-Saharan Africa. Journal of World Business, 46(2), pp.234-241. West, J. and Graham, JL, 2004. A linguistic measure of cultural distance and its relationship to managerial values. International Management Review, 44(3), pp..239-261.