After the merger between two family owned companies, it soon became apparent that the managers had to deal with different family ownership logics (FOL). One reason for this was that the old FOLs were connected to different business models, which created problems for integration based on way of working.

Mickelson and Worley (2003) made a call for additional research on family businesses involved in international mergers and acquisitions. This study contributes to the under¬standing of the unique features of the family system at work during the integration process in combination with different ways of working depending on family ownership logic.