Abstract
This study investigates the way in which employees from acquiring and acquired firms experience cultural differences during post- acquisition integration. We examined Volvo Construction Equipment¡¯s acquisition of Samsung Heavy Industry¡¯s division of construction equipment. Two ontologically bipolar conceptualizations of culture - the classic and social constructivist concept of culture – are discussed. Semi-structured interviews were conducted at Volvo Construction Equipment Korea twice with 11-year interval in 2001 and 2012 respectively. The results suggest that while the classic concept of culture correctly predicts what kinds of culture-dependent problems may occur during post- acquisition integration, the social constructivist concept of culture can better predict whether these problems may occur, or not.
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