Cultural heterogeneity is considered to be a plausible explanatory factor in the management of natural resources. We show that the capability approach can nuance this argument. By contextualizing the role of cultural heterogeneity, arguing that inequalities of opportunity often take precedence over cultural differences, we show how the capability approach modifies the role of this factor. We then underline that cultural heterogenity is often a mask for differences in opportunities based on three dimensions of power: strategic power, institutional power, and domination power.Keywords community-based natural resource management, equity and sustainability, human behavior in the environment, inequalities, parks and protected areas Management of natural resources with local communities has been promoted as a goal for pursuing nature conservation and socioeconomic development. Nevertheless, Kellert et al. (2010) underline that despite sincere attempts, serious deficiencies are frequent. Many factors play a role in the capacity of communities to manage resources in a sustainable manner. As Poteete and Ostrom (2004) point out, some degree of consensus has been forged around all the variables that facilitate the joint management of resources, but the question of heterogeneity of the community group remains very problematic. Baland and Platteau (1999) vigorously advocated the role of cultural inequalities, but also of the inequalities that result from differences in economic