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When organizations with disparate cultures are merged, the culture of the acquired organization often represents a counterculture for the acquiring firm. Scholars and consultants frequently recommend avoiding integration of an acquired company if it has a sharply different culture. This paper presents a case study of a recent hostile takeover that disproves the conventional wisdom and shows that careful implementation processes enable the company, not only to overcome post‐merger integration barriers due to culture clash, but also to maximize strategic benefits from those cultural differences. It shows that integration can be achieved through a process in which only some specific cultural dimensions are integrated while others are preserved.