The aim of this conceptual paper is to advance our understanding of interaction between organisational culture and other layers of cultures through exploring the organisational and contextual antecedents of the interaction of organizational culture of MNE with other cultures. We propose that structure (embeddedness and ownership), policy (MNE’s management orientation), image (prestige and soft power), and cultural regulation (cultural strength and tightness) affect the relative strength of the HQ’s and local market’s cultural influence that subsidiary faces in its acculturation scenarios. Our study contributes to the IB literature by introducing contingency approach to the study of organisational culture, by integrating multiple literatures, and finally, by advancing discussion on the cross-level interaction of cultures, providing a framework on its antecedents.