Globalization has been a source of cultural exchange among companies that have continued to expand rapidly over the years. Consumer demand for quality products, has forced firms in the Testing Inspection and Certification industry to restructure their operations and advance their systems by embracing technological changes in an effort to respond to this demand globally. Disruptions in the supply chain, due to unforeseen environmental changes have further necessitated the need for firms in the Testing Inspection and Certification industry to align their operations to respond to these disruptions and global megatrends. As a result, the existing organizational culture poses a challenge to these firms; if their organizational cultural dimensions do not support the environmental changes, they may affect the operational performance of the subsidiary. This is seen further by the differences in performance of subsidiaries of the same company within a region. This study sought to establish how various organizational cultural dimensions posited by Hofstede (Power Distance, Masculinity, Individualism and Uncertainty Avoidance) affect the operational performance of SGS Kenya Limited, a Kenyan based subsidiary of one of the market leaders in the Testing Inspection and Certification industry, Société Générale d’Survaillance (SGS S. A). The study was anchored on the Hofstede’s cultural dimensions theory and was supported by the contingency theory. This study adopted a quantitative research design; specifically, descriptive cross-sectional survey technique. The researcher administered structured questionnaires electronically using google forms from a selected sample of 183 respondents. Data collected was analyzed using descriptive statistics, correlation analysis and regression analysis. The results however showed that only power distance index, masculinity and individualism had a significant positive influence on operational performance. Uncertainty avoidance did not have an effect on operational performance. This study contributes to theory by building on the existing literature on Hofstede’s cultural dimensions theory by boosting the understanding of the various dimensions of organizational culture and the possible effect that each cultural dimension could have on organizational outcomes. In addition, this study will also inform organizational policy development surrounding issues such as compliance, customer engagement, and employee development. The findings of this study were limited to the classifications of the dimensions of organizational culture and operational performance adopted by the researcher. The study was also limited to data collected using cross-sectional survey, and only one subsidiary in the TIC industry in Kenya was studied. Moreover, the response rate was limited by the prevailing conditions of the COVID19 pandemic that forced employees of the subsidiary to work remotely. Future studies could address these limitations.