Abstract/Research Summary: This study explains the conditions underwhich new venture boards are less or more culturallydiverse in terms of their directors' country of birth. Longitudi-nal data on 5,515 Swedish ventures suggest that most direc-tors are recruited from founders' proximate social settings neighborhoods in which they reside and past workplaces and that diversity levels in these social settings strongly predict the national culture diversity in venture boards. Given the rapid internationalization of workplaces and region saround the world, this paper provides important clues regarding how culturally diverse upper echelons are being incorporated into the organizational design of new ventures.

Managerial Summary: Most New Venture Boards exhibitlimited diversity in terms of their directors' country of birth, as they are drawn from the venture founders' network. Yet,some new venture boards are indeed born diverse. Our study reveals that founders with prior exposure to culturally diverse workplaces and residential neighborhoods are much more likely to design a culturally diverse board at founding. Given the rapid internationalization of workplaces andregions in most countries around the world, our paper provides important clues regarding how national culture diversity in top management emerges and is being incorporatedinto the organizational design of new ventures.