The purpose of this thesis has been to examine how cultural differences influence post-acquisition organizational change when there is an acquisition between two countries, in this case, the United Kingdom and Sweden. The study followed a qualitative research method. This is to get a deep insight into the company's actions of how they assimilate and adapt to the new country and culture. The theoretical basis implies mainly acquisitions, culture, integration and organizational change. Furthermore, in the empirical part introduces one case company from the United Kingdom whose acquiring a Swedish company; how they have adapted to each other, how the cultural differences have influenced each other and how integration has proceeded.   The analysis combines our theoretical framework with the collection of empirical data, which they put against each other in a discussion of how well the theory is consistent with empirical data. It also analyzes the context and differences between theory, empirical evidence and case companies' experiences from how the acquisition was formed. This is in order to find patterns showing how employees from lower to higher ranks within the company perceive the acquisition from a Swedish to a British company.   The analysis leads to the conclusion that when the British company takes over a Swedish organization, extreme amount of changes need to be done. The British company culture is reflected by the national culture where financial profits are more important than the personal relationships that Swedes highly value. It is possible to deal with cultural differences if one is aware of their existence, even between countries where the cultural distance is extremely significant.

Today’s fast-paced and global market has added pressure on firm’s to constantly strengthen their competitive advantage. Over the last couple of years, mergers and acquisitions (M&A) have become an increasingly used strategy for firms to acquire resources that cannot be developed internally. However, M&As often fail to achieve the initial purpose. The purpose of this study was to investigate two research questions; RQ1: What are the effects on employees in a newly created multicultural team that is the outcome of a merger between two firms? and RQ2: How can managers manage these effects, in order to create a successful team integration?To gain understanding of the phenomena, and their respective connections, qualitative research has been conducted. Through a multiple case study design, and data collection in the form of interviews, empirical data was obtained. In total eight interviews were conducted with individuals originating from different roles and acquired firms. Their experiences and emotions were later analysed through thematic analysis and coding.The findings of this study add an additional layer to the conclusions of previous studies within the area of multicultural team integration, post-acquisition. Well-communicated integration strategies have been deemed important; this study confirms that statement. However, the findings of this study provide evidence that transparency should be considered an important dimension of the communication strategy, in order to increase employee satisfaction.