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This paper investigated the impact of culture on consumer neuroscience reactions among African Blacks and Whites in South Africa, as well as the implications for human resource management (HRM) and organisational behaviour. Despite the country's vast cultural diversity, little research has been done to investigate how cultural differences affect neurological and emotional responses to marketing stimuli, limiting organisations' understanding of customer and staff behaviour. The paper employed bibliometric analysis to identify dominant trends, patterns, and gaps in the literature, demonstrating that culture has a significant impact on consumer decision-making, emotional engagement, and cognitive reactions. Importantly, these findings went beyond marketing, indicating key applications for OB and HRM, including culturally informed leadership, employee engagement methods, and talent development programs. This paper offers a fresh interdisciplinary viewpoint by clearly connecting culture, neuroscience, and organisational management. It showed that comprehending the emotional and neurological effects of culture could improve HRM procedures, promote inclusive workplace environments, and strengthen customer-focused tactics. To help businesses effectively utilise cultural diversity, this paper recommends incorporating cultural insights into leadership development, training initiatives, and organisational policy. This method will offer a framework for evidence-based, culturally sensitive practices by positioning culture not just as a contextual aspect but as a strategic driver that connects consumer neuroscience insights with human capital management and organisational efficiency.

Organisations are in the midst of cultural change and transformation. Thus, the global market demands that they remain competitive, flexible and relevant in order to adequately react to culturally diverse changes in their human resources. This sentiment describes the importance of cultural diversity in organisations.  Hence, this study examines the significant of cultural diversity on business performance in the automotive parts manufacturing organisations in South Africa. The study was quantitative in design, with the participation of middle-level managers in two large automotive parts manufacturing organisations in the eThekwini District Municipality in KwaZulu-Natal (in South Africa).  Of the 168 individuals identified for participation, 118 participated in the study, representing a 70.2 per cent response rate.   Descriptive and t-tests, using the Statistical Package for the Social Sciences (SPSS), were used to analyse data.  Study results indicate that a culturally diverse workforce is associated with greater organisational performance, improved strategic decision-making and innovation.  The original value of this study is its essence in providing opportunities and challenges of cultural diversity on business performance in the parts manufacturing organisations in South Africa.