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Culture and cross-cultural differences are increasingly important in international business and management. However, the existing models of national culture may not accurately reflect intra-cultural and intra-regional variation. We examine Australia and New Zealand as examples of the national model of culture falling short with respect to both cultural clustering and intracultural variation. Given that both of these countries are attaining greater prominence in international business, we highlight the need to consider their uniqueness and what we can learn for both management research and practice. As we call attention to the important distinctions that