Cultural competence building in organizations remains a prominent topic among scholars, who emphasize its impact on employee performance, expatriate adjustment, and the success of international assignments. However, existing research on cultural competence education in organizations, as well as cross-cultural training (CCT) and engagement, has failed to examine programs in the context of non-governmental organizations (NGOs). Further, because for-profit and nonprofit organizations focus on different outcomes and goals, research pertaining to for-profit CCT and engagement cannot be generalized. Similarly, literature tends to concentrate on measures of efficacy or the “ideal” CCT program, rather than the practices institutions are currently implementing and why they are doing so. Through an organizational case study of Plan International, a well-established 501(c)(3) nonprofit organization, this paper leverages organization theory to explain the broader social contexts and internal mechanisms driving cultural competence education within an international development NGO. I employ in-depth interviews and artifact analysis to show that CCT decision-making is influenced by resource dependencies, environmental constraints, power dynamic considerations, and legitimacy concerns. My findings lay the groundwork for additional research on cultural competence in the social sector, highlight employee perceptions of the path forward, and demonstrate the complex nature and interplay of the internal and external organization.