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This work aims at supplementing existing discussions of immigrant business whose homogenization tendency contributes to negligence of differences among immigrant entrepreneurs of the same ethnicity. By studying the second-generation Chinese restaurateurs in Vienna, the author shows that there is a great divergence among businesses of immigrants who belong to different generations, which reflects not only the owners' structural positions but also their varied identities. Through the theoretical lens of boundary-work, business strategies deployed by the second-generation Chinese restaurateurs are interpreted as ways of maintaining and negotiating boundaries between themselves and the first-generation Chinese. This work maps out three kinds of boundary-work: cultural, professional, and moral, and claims that the actors' disposition to any one of them might be explained by the actors' social position, career experience, or the structure of their businesses.