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Mongolia's transition to a democratic, market economy has created widespread change, especially among pastoral herders. Pastoralists have been depicted as archaic and independent 'nomads' who exist outside the modern economy. Still, pastoral culture is a key asset in tourism products and advertising. Tourism could provide fair economic benefits, but inclusive growth depends on how shareholders participate. Using interviews with tour company employees, I investigate how tour companies incorporate pastoralists into their products. The results demonstrate several barriers to inclusive growth. Companies feel individually responsible for managing tourism assets, and to maintain the guise of pastoral authenticity, they limit pastoralists' participation in business through informal and contingent work contracts. These contracts reveal problematic asymmetry and give pastoralists little job security, control, or access to employee benefits. These circumstances oppose inclusive growth paradigms and demonstrate elements of precarious work. The shared interest in maintaining pastoral culture may unify this fragmented industry. [ABSTRACT FROM AUTHOR]