The evidence from merger activity of the 1980's generally resulted in negative results to shareholders of acquiring firms. Many studies show decreases in profitability at the line-of-business level (Sirower, 1997). Employing a qualitative, action oriented research design, I used Nahvandi and Malekzadeh's (1998) model of acculturation. This action oriented research project engaged employees, currently involved in a merger, as active participants with results that had practical outcomes related to their work lives. Research findings suggest that knowledge of Nahvandi and Melekzadeh's model was helpful. It provided employees with a frame to view implementation of the merger. Modes of acculturation coexist and frequently shift suggesting that acculturation is a process not an outcome. Employees who can span organizational boundaries are critical to merger success.

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