What does it mean to be multicultural? Exploring the perspectives of international graduates of English-language management programs in Poland

Purpose This study explores the meaning of being multicultural among international graduates of English-language management programs in Poland. Additionally, it examines how these individuals perceive the opportunities and challenges their multicultural identity brings to their professional lives. Design/methodology/approach Eleven participants took part in two waves of semi-structured interviews, conducted two years apart, during which they created cultural identity maps as part of a reflexive interview exercise focused on their multiple cultural identities. Findings Most participants identified as bicultural or multicultural, though they differed in how certain they were about being multicultural and how they interpreted its meaning. Some strongly embraced their multicultural identity, while others viewed it as a dynamic process shaped by their environment and life experiences. Moreover, interviewees predominantly viewed their multicultural identity as beneficial in professional settings, highlighting enhanced adaptability, improved communication skills, and advantages in cross-cultural business interactions. Several graduates demonstrated cultural variability, consciously adjusting aspects of their cultural identities depending on the context, which served as a professional asset. However, some participants faced challenges related to adaptation or issues tied to gender and religion. Practical implications The study offers recommendations for educational institutions to develop multicultural competencies and for organizations to create enabling conditions that leverage the unique capabilities of multicultural employees. Originality/value These findings suggest that multicultural identity can serve as a strategic toolkit in professional settings, empowering individuals to navigate diverse workplace environments. However, its expression may be shaped by various social factors and organizational contexts.