Even within the same territory, under one language and one flag, we find differences and subcultures that influence the relationships among its members, how can we assume then discover gaps as small countries that have no impact on business arising between its members? The people have cultural differences among themselves and, therefore, an organization must considering these gaps to direct an adjustment to the reality of the culture that craves interaction. If the heterogeneity can be seen as integration difficulties might surmise a priori, that homogeneity could pave the way towards an intercultural communion. One might suspect that the similarity between two nations would achieve to become a positive factor for trade integration. However, authors such as O'Grady and Lane (1996), who studied in depth the internationalization of companies, say that mergers and acquisitions "psychically close countries, on the contrary to what one might presume, have higher barriers unification. "Instead of similar cultures are easier to enter and establish businesses in them, argue that it can be very difficult to get into those markets where decision makers may not be ready for these differences." Thus, the chances of success in M & A would be more prone to experience International managers and management teams of companies to the unique characteristics shared between the cultures they encounter. The hypothesis is supported by previous studies Reuber and Fischer (1997) who claim similar ideas, attributing the degree to which the manager has traveled abroad, the number of languages spoken and having been born, lived or worked abroad , propellants value of purchases and business integration of two flags.