Cultural diversity has become an integral feature of contemporary organizations, particularly in emerging economies where globalization, demographic shifts, and international investment continue to reshape labor markets. This study examines the challenges and opportunities associated with managing culturally diverse workforces in such contexts by synthesizing foundational theories of cultural diversity, social identity, and inclusion with empirical evidence from emerging markets. Using a qualitative conceptual methodology, the research integrates insights from cross-cultural management, international HRM, and organizational behavior to identify key factors that shape diversity outcomes. The results demonstrate that communication barriers, identity-based tensions, leadership misalignment, and institutional weaknesses represent persistent challenges that hinder organizational effectiveness. At the same time, diversity contributes substantially to innovation, adaptability, global competitiveness, and organizational learning when supported by inclusive HRM practices, culturally competent leadership, and strong institutional frameworks. The discussion highlights how emerging economies despite structural constraints possess significant potential to leverage diversity for economic and organizational advancement, provided that organizations adopt context-sensitive, strategically aligned diversity management practices. Overall, the study emphasizes that inclusion is the central mechanism transforming diversity from a liability into a strategic asset and offers a conceptual foundation for future empirical research examining diversity dynamics across diverse industry and regional settings.