With the beginning of this millennium, global merger activities have reached their historical peak; Germany is the European leader in mergers. Currently, the fifth global merger wave is underway, triggered in our case by reunification and the privatization of formerly state-owned companies. This work focuses on the significance of cultural divergences for merger success. It identifies the lack of integration between different corporate and national cultures as one of the main reasons for the substantial failure rate of mergers, which is at least 60-70%. Incompatible corporate cultures can lead to significant resistance from employees towards mergers. In international mergers, national cultural differences become increasingly relevant. The comparison of various models of corporate culture research and comparison.