This work has the purpose to study the degree of cultural integration between the companies General Electric and Alstom after the acquisition process of the second company. In order to do so, a case study and an exploratory research were carried out to analyze the formation process of new teams, as well as to understand the integration strategy adopted by the acquiring company. The interviews were based on the team building model from Marks and Mirvis (1992), in which two teams were interviewed with members of both companies and the Cultural Integration Strategies model from Barros (2003), in which a Human Resources manager was interviewed. The results showed that people who came from the same company that belong to the same team, work in an integrated form superior than compared to people who came from different companies and who work in the same team. In addition, the integration strategy perceived in the analysis was that the degree of change of the acquirer company was low and the degree of change of the acquired company was high.