Abstract
In the contemporary landscape marked by dynamic transformations and progress, the Belt and Road Initiative (BRI) has emerged as a pivotal catalyst, exerting a transformative influence on global political, economic, and cultural trajectories. Conceived by China in 2013 and rooted in the historical Silk Road, this initiative represents a concerted effort to reconsider international collaborations, integration, and development spanning across continents. Leveraging their inherent geographic positioning and strategic alignment, China and Russia have forged strategic alliances. The effectiveness of the Belt and Road Initiative hinges on the success of partner countries at every stage along the route. Cultural considerations are pivotal in facilitating and advancing transnational trade collaboration. Utilizing Geert Hofstede's cultural dimension model, we aim to assess variations in organizational behaviour across five human resource management practices: organizational recruitment and selection, employee rewards and benefits, performance evaluation and feedback, training and development, as well as decision-making and leadership practices. This study conducts a comparative analysis in this domain. In the course of this investigation, secondary data derived from a transnational human resource management project were utilized. The study employed inferential independent t-tests through IBM-SPSS to meticulously scrutinize potential variations. Our findings reveal that culture exerts a noteworthy influence across various facets of the organization, manifesting considerable distinctions in communication, human resource policies, management styles, and decision-making approaches. This underscores the imperative of prioritizing negotiation, compromise, and adeptly managing these divergences in the context of cross-cultural collaboration and the administration of Chinese and Russian organizations.