While previous research has studied the effect human resource diversity could have on firm’s internationalization, only few consider the management of this diversity, especially when small and medium enterprises (SMEs) are concerned. Building on the resource-based theory, this paper explores how diversity management influence SMEs’ internationalization by taking into account the heterogeneity of this population. This multiple-case, qualitative study of 14 French SMEs, include four traditional internationalizers, eight early internationalizing firms and two born-again globals. Findings show that management of diversity varies across the different types of internationalizing SMEs, with the exception of EIFs for which the within-type heterogeneity is stronger than the between-types heterogeneity. Therefore, we discuss the specific features of the different types of internationalizing SMEs around the relationship between diversity management and internationalization. On a managerial level, this research reveals that diversity management is a factor to be considered strategically as it can fill the resource gap associated with rapid internationalization. It also shows that diversity management needs to be anchored in some managerial practices to strengthen a firm international expansion.