Abstract
There is a shared assumption that multiculturals, known for their cultural competence and skills, positively contribute to MNE performance and ultimately lead to global competitive advantage. In this paper we nuance this generic belief and argue that whether or not multiculturals become true strategic human capital resources for MNE competitive advantage depends on the presence of certain contextual influences. Using a ten months ethnographic fieldwork in two firms in different industries we explore those contextual influences.
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