It analyses the effects of cultural strategy, leadership, and communication on the success of this merger, providing practical recommendations for international M&A in Central and Eastern Europe. Following the acquisition’s conclusion at the end of 2022, cultural differences and opposition hindered the integration between the teams from BUCH and BUPL. Despite having structural plans in place, cultural disparities created tension and hindered collaboration. This case emphasises the necessity for enhanced intercultural skills and context-sensitive integration strategies.

The research employs a mixed-method approach that integrates qualitative interviews with 15 employees across both sites and a quantitative survey grounded in the Cultural Intelligence (CQ) framework. Theoretical foundations consist of the GLOBE model, Kotter’s 8-Step Change Model, and CQ theory. The analysis highlights significant cultural differences and obstacles to integration, particularly in terms of trust, autonomy, and communication styles.

The findings indicate notable differences in power distance, uncertainty avoidance, and the level of institutional collectivism. The participative style of Swiss leadership was at odds with the Polish preference for clear hierarchical structures. Factors such as miscommunication, emotional distrust, and a lack of visibility from leadership led to resistance. The thesis presents an action plan for integration that encompasses communication strategies, adjustments in leadership styles, and cultural training. These strategies aim to build trust, clarify roles, and harmonise team dynamics, providing a practical guide for future international M&As.