1. There are many different cultures in the world we live in today and it is important for any organization planning to globalize their business to know and understand the cultural differences that occur between nations. This theory is especially important when it comes to two companies operating in different countries that decide to merge to become one, as in the case of Upjohn and Pharmacia. The differences that emerged during this merger were important as they negatively affected the way business was conducted. One of the main differences between America, Sweden and Italy are the different beliefs each of them has about the best way to do business. to lead. The American representatives of Upjohn Pharmaceuticals believed that they would be able to go to Sweden and approach the merger in a "command and control" style, implying that they went there and automatically believed that their way was the best and who would have been responsible for the transaction, thus adopting a forceful and less thoughtful business tactic. This is almost completely opposite to the way Swedes and Italians like to work, as their approach to the business environment is much more passive and relationship-oriented, so American businessmen were unlikely to be successful with their methodology . This particular difference from the typical business attitudes that all parties in this case bring to the table would, and did, influence how business was conducted. The Americans representing Upjohn automatically created a rift in the relationship with the Swedes and Italians of Pharmacia, due to the dismissive mentality they brought with them to Sweden, and this big difference between cultures could have easily been avoided with a little ' of commitment. of research. The cultural differences between Sweden and Italy had already become evident in 1993, when Pharmacia merged with an Italian pharmaceutical company, however the inclusion of the American company in a corporate culture that had only recently been developed and accepted by le employees companies involved in the original merger created further cultural confusion. “Communication problems, beyond the obvious linguistic differences, have become a real obstacle to honest dialogue.” This quote, coming from one of Upjohn's American representatives, shows that there was a clear problem in the interaction between managers from the three countries involved in the agreement.