Our paper examines how the cultural background of the entrepreneurs affects the way they create their enterprises and how to discover in what ways different business environments dissipate the cultural influence of the home country (or not). By analysing entrepreneurs from the same culture group but operating in two different countries, we found that of the five stages of enterprise creation (namely identification of business opportunity, business concept definition, resource mobilisation, enterprise formation, and launch of business) the entrepreneurs with similar profiles have very similar approaches for business opportunity identification and resource mobilisation regardless of which country they are in. When the entrepreneurs lack knowledge and experience, they tend to copy other businesses. In this situation, their cultural background does not influence their enterprise formation and business concept definition. We also found some evidence of cultural influence on the launch of business.