Cross-cultural Competence (CC) of managers in globally dispersed MNE affiliates is one of the most effective means to overcome the liability of foreignness. Although managers high in biculturalism may have more resources than monoculturals to acquire (and deploy) CC in mitigating liability of foreignness, this has not been adequately examined. We contribute by examining the influence of two new antecedents of CC –biculturalism and Attributional Complexity. In four studies, we find that these antecedents are related to CC, effectiveness outcomes, and show incremental value over established personality traits in predicting them. We discuss contributions, limitations, future directions, and managerial implications.

分散在全球的跨国公司子公司的经理的跨文化能力（CC）是克服外来责任的最有效手段之一。尽管双文化水平高的经理可能比单一文化的经理拥有更多的资源来获取（和部署）CC 以减轻外国人的责任，但这尚未得到充分研究。我们通过研究 CC 的两个新前因——双文化主义和归因复杂性的影响来做出贡献。在四项研究中，我们发现这些前因与 CC、有效性结果有关，并且在预测它们时显示出比既定人格特征的增量价值。我们讨论了贡献、局限性、未来方向和管理影响。