Our questioning about international executives' integration in the multicultural environment of Luxembourg stems from our professional experience of international mobility in an international audit and advisory firm in Luxembourg. We intend to understand how international executives develop a sense of belonging to a multicultural team in an organisational environment in Luxembourg. We first carried out an exploratory research, interviewing Luxembourgish and international executives settled in Luxembourg for more than ten years. Then we chose toanalyse international executives' experience of integration in Luxembourg as well as in Singapore, Zürich, London, Frankfort and Paris for comparison. The « grounded theory » methodology enables us to define the nature of the group integrated by the internationals. We then highlighted the elements likely to support the integration of our population to a group. Finally we bring to light two identity strategies developed by our executives to adapt their new environment. Our results suggest the diversity of the integration experience according to thenationalities of the team joined. We pointed out two kinds of identity change, for some executives, identity change is mostly based on cultural issues, for others, identity change weaves more around managerial competencies and maturation. The model to create hybrid team cultures from Earley and Mosakowski (2000) enables us to explain the process of identification within a team according to its nationalities. ; Notre questionnement autour de l'intégration des cadres internationaux dans l'environnement multiculturel luxembourgeois est issu de notre expérience en qualité de responsable de la mobilité internationale dans un cabinet d'audit international à Luxembourg. Nous cherchons à comprendre comment les cadres internationaux développent un sentiment d'appartenance à un groupe multiculturel dans un environnement organisationnel à Luxembourg. Nous avons commencé par réaliser une étude exploratoire auprès de Luxembourgeois et ...