The performance effect of multiculturalism has attracted considerable research attention; however, the literature on multiculturalism has focused on micro-level outcomes, limiting our understanding of the meso-level source of competitive advantage. Building upon a strategic human capital resources emergence framework and multilevel approach, we suggest that employees’ experience of multiculturalism-enhancing HR practices creates multicultural individuals, leading to MNEs’ competitive advantage. Further, we examine the emergence-enabling mechanisms that facilitate multicultural individuals to improve competitive advantage by eliciting collective interactions. Specifically, we underline three distinct emergence enablers that facilitate the positive influences of multicultural-enhancing practices on competitive advantage by shaping the direction, concertedness, and adaptability of collective interactions: (1) the cultural experiences of top management team members (direction); (2) the importance of foreign languages within an organization (concertedness); and (3) the CQ-promoting practice (adaptability). With a sample of 471 MNEs in 24 manufacturing sectors representing 33,741 managers and employees from 2006 to 2015 in South Korea, we find that an employee’s experience of multiculturalism-enhancing HR practice positively related to competitive advantage. In addition, all three emergence enablers amplified the positive effects.