Abstract
<jats:title>Abstract</jats:title> <jats:p>This chapter explores the intricate relationship between performance management (PM) and cultural contexts. It delves into how cultural values, such as performance orientation, status hierarchy, and flexibility, influence PM systems, and examines three key components of the interface between culture and PM: PM in multinational contexts, global performance expectations, and the cross-cultural aspects of feedback. The chapter highlights the importance of understanding cultural nuances to effectively implement PM systems in diverse environments. It also discusses the implications for PM practice, emphasizing the need for cultural intelligence and agility among managers to navigate cross-cultural challenges in PM, and identifies some especially important directions and pressing needs for future research in this area.</jats:p>