Abstract

The literature trends on global organizational development are signaling a shift of interest from diversity as a mandate towards inclusion as an organizational value, and consequently, two constructs that are more in tune with interpersonal and relational frameworks. The diversity and inclusion strategies of many North American organizations operating within Latin America play a significant role in social change, albeit adapted somewhat haphazardly to cultural differences. Latin American countries—as portrayed in Hofstede’s cultural dimensions—demonstrate strong interpersonal tendencies that suggest a different approach to inclusion and diversity when compared with the North American perspective. These cultural differences, if fully understood, are key in designing and adapting inclusion strategies for Latin American subsidiaries. Implications for training programs are discussed.