Scenario Shukran Shoe Company is an emerging manufacturing firm with its headquarters in Dubai. The firm specializes in all types of shoes. It has been in operation in the local market for about two decades. Over this period, this company has registered impressive growth despite the competition from multinational corporations in the local market. In its expansion program, the firm recently acquired two new subsidiaries India and South Africa. These new subsidiaries specialize in the production of sports shoes. In the past, Shukran Shoes Company had made an unsuccessful attempt to start the new line of sports shoes. Acquisition of these two firms in different countries was a creative new approach to producing this new line of products. This move is in line with its strategic goal of becoming a global leader in all types of footwear. The firm has taken control of the local market and is now moving to the regional markets. The decision to acquire these two new subsidiaries means that this firm will have to embrace change. The management has been employing local workers in its manufacturing plants. Most of its junior employees and mid-managers are Emirati nationals. At the top management level, the firm has two Saudi nationals and one Indian. At the junior level, the firm laid little emphasis on the academic qualification of these employees. The main focus at this level was their capacity to undertake the duties at the manufacturing plant. The mid-managers and marketing officers have college diplomas and degrees. The top managers at this firm are highly learned individuals with postgraduate degrees in various courses relevant to the departments they head. Cultural Issues According to Nini, Caran and Yim (2013, p. 54), cultural issues are very important when analyzing the ability of a firm to operate successfully within a given market. Shukran Shoe Company has been operating in Dubai for the last two decades. The national culture in the country has defined the organizational culture used at this firm. One national cultural value that has been very important in defining the organizational culture is religion. Almost over 98% of the employees at this firm are Muslims. On Fridays, they have to be allowed to go and pray for about an hour before they get back to work. In fact, the firm has constructed a hall where the employees can rush and make a prayer, especially at lunch hours before they can continue with their work. The employees approach their respective assignments as a single community. They prefer helping one another instead of taking an individualistic approach when assigned various tasks. This partly explains why the company has experienced success over the past years. The decision to expand to these two new markets poses a new challenge to the management when it comes to managing organizational behaviour. In India, cultural practices are very different from those of the United Arab Emirates. The same case applies to South African culture. Most of South Africans are Christians. Muslims make a very small percentage in both India and South Africa. The management of this firm will, therefore, be forced to understand how to inculcate an organizational