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.