Cultural forces shape managerial decisions in ways that are often overlooked in Indian corporate environments. This study analyzes how cultural diversity and organizational culture influence managerial decision-making using a qualitative secondary multi-case design. Evidence from three documented Indian cases spanning technology, public-sector collaboration, and consumer-focused organizations reveals that cultural identities, communication norms, and hierarchy expectations directly affect how managers interpret information and choose actions. Organizational culture emerged as the primary mediator that transforms diversity into either synergy or conflict. The study offers culturally grounded insights that support more inclusive, adaptive, and effective decision-making frameworks for Indian organizations.