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Purpose:This conceptual study examines the relationship between Hofstede's cultural dimensions framework and International Human Resource Management (IHRM) practice effectiveness in multinational enterprises (MNEs), addressing the critical implementation gap between cultural theory and IHRM practice.Design/methodology/approach:A systematic literature synthesis analysed peer-reviewed research across cultural dimensions and IHRM domains, integrating findings from Hofstede's cultural research, IHRM integration models, and cross-cultural organisational behaviour studies to develop theoretical propositions and implementation frameworks.Findings:Power distance and individualism/collectivism dimensions most significantly influence HR practice effectiveness, with performance management emerging as the most culturally sensitive function. Cultural dimensions create systematic expectations for organisational practices, requiring adaptive approaches across recruitment, compensation, training, and employee relations. Knowledge-intensive sectors demonstrate higher cultural adaptation requirements than manufacturing or operational industries.Research limitations/implications:The conceptual nature limits empirical validation. Focus on Hofstede’s framework may not capture all cultural variation aspects, and the analysis reflects potential Westernorganisational bias by treating cultural dimensions as relatively static constructs.Practical implications:A five-phase implementation model spanning cultural assessment, strategic design, pilot implementation, full deployment, and continuous evaluation enables systematic cultural adaptation while maintaining organisational coherence across global operations.Originality/value:This study contributes an integrated framework positioning cultural dimensions as moderating variables between HR practices and organisational outcomes, offering novel implementation guidelines for culturally responsive HR practices and identifying specific adaptation requirements across industries and functional areas.