may impact on the values people have in the workplace, the manner in which decisions are made, negotiations are conducted, jobs are designed and disputes resolved (Kramar et al. 2000). (For an examination of cultural differences, see Hofstede 1980; Trompenaars and Hampden-Turner 1997. ) As such being able to appreciate and work with differences is essential to achieving organisational harmony and is dependent upon undertaking a comprehensive analysis of the culture of an organisation and its HRM practices. In so doing, Cox and Blake (1991) argue that it will be possible to uncover sources of potential bias unfavourable to some, and to identify ways that corporate culture may place some members at a disadvantage. In recognising possible sources of disadvantage either in an existing business or one that is in its start-up phase, it then becomes possible for the organisation, its employees and its supervisors to move forward to an appreciation of diversity consistent with global consciousness. While these more proactive aspects of SIHRM are usually characteristic of large organisations (and primarily those in the public sector) it is not beyond the means of small businesses to also implement such thinking and to benefit strategically and economically from doing so.