How do we adopt multiple cultural identities? A multidimensional operationalization of the sources of culture

• Offers the first operationalization of Chao & Moon's ‘mosaic’ framework of culture.
• Presents rich empirical insights on how different cultural facets matter in different social settings.
• Shows that, when considered alongside other facets, nationality is not a predictor of cultural behaviour.
• Highlights the importance of ‘family’ for people's cultural identity.
• Demonstrates how people switch between multiple cultural identities, with practical implications for management.

Given the shortcomings of unidimensional accounts of culture that are based on nationality, this paper builds on and steps beyond current multidimensional conceptualizations of culture in order to provide first empirical evidence for a multidimensional operationalization of culture. It shows the multiple and simultaneous sources of cultural values (i.e., Family, Nationality, Urban/Rural Background, etc.) that individuals draw from in order to behave in accordance with their social setting. This contributes to our understanding of how and when individuals adopt multiple cultural identities. As the first attempt to operationalize the ‘mosaic’ framework of culture proposed by Chao and Moon (2005), this paper presents rich and detailed accounts from participants operating in various multinational organizations located in Munich, Germany and Cape Town/Johannesburg, South Africa. Findings reveal that the operationalization that was used in this study can determine which cultural facets are more influential than others in different settings. It further shows how some individuals willingly adopt distinct cultural identities in different social settings (i.e., home culture versus organizational culture), while others acquire permeable identities, bringing their home culture to work. Thus, we provide a multifaceted view of what constitutes culturally derived behaviour and how individuals' multiple cultural identities can be managed in the workplace.