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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.

This paper explores how expatriates deal with host country informal business practices that differ from their home country institutional frameworks. We note that expatriate business people working in emerging markets of Africa often contend with corrupt business practices rooted in local informal institutions and the lack of strong formal institutions regulating business practices. We also observe that while local people take informal institutions such as magendo, as a way of life and adjust to them, expatriates being ‘outsiders’ respond in different ways. The study employed a qualitative phenomenological design that involved in-depth interview of a small sample of expatriates operating in Uganda. For data analysis, NVivo 11 was used to search for and retrieve chunks of labelled data. The key findings indicate that expatriates from countries with strong formal institutions experience the most frustrations and often reject informal business practices. On the other hand, expatriates from countries with weak institutions are more pragmatic and easily adapt to existing practices in the new environments. Multinationals however, often reject informal business practices due to their market power and strict codes of conduct.The study recommends that small-medium category expatriates targeting Africa need to align with influential local people so as to navigate business informalities that characterise informal business environments.

This research project investigated four managerial leadership styles in Nigerian organizations. The research question that the research tries to address is: to what extent are the leadership styles expressed in modern management theories consistent with Nigerian Traditional values? The findings do confirm that the perceived leadership style in the organizations by the managers is autocratic, the preferred style is the paternalistic and the rejected is the autocratic. For about one in five Nigerian managers, the democratic style is the most often rejected. The study challenges the validity of dominant Western universal perspectives in managerial leadership in traditional African organizations. The study suggests that elements of traditional values pose serious challenge to Nigerian managers’ ability to adopt traditional and modern management practice that can improve the effectiveness of leadership in their organizations