Η εργασία που ακολουθεί, παρουσιάζει τα αποτελέσματα της μελέτης της διαδικασίας της αλλαγής της εταιρικής κουλτούρας, μιας πρόσφατα εξαγορασμένης ελληνικής επιχείρησης, από μια πολυεθνική. Η νέα διοίκηση καθώς και οι εργαζόμενοι, συμπλήρωσαν το ερωτηματολόγιο που αφορά τη διάγνωση της επιχειρησιακής κουλτούρας, συγκρίνοντας τη σημερινή μορφή της κουλτούρας με αυτή πριν την εξαγορά και με αυτή που επιθυμούν οι εργαζόμενοι. Το αποτέλεσμα της μελέτης μπορεί να αξιοποιηθεί από τη διοίκηση της εταιρείας, κατά τη διαδικασία στρατηγικού σχεδιασμού, καθώς επίσης και για τον έλεγχο της αποτελεσματικότητάς της κατά τη διαχείριση της μεταβατικής περιόδου της αλλαγής ιδιοκτησίας.The challenge of bringing about major change in an organization is an enormous one. When the change involves parties of different power status, such as those who make the acquisition and those who are the target of it, change becomes harder to implement. The degree of change radicalness is complicating things even further. In the case of cultural change, i.e. departing from existing ways of thinking, feeling and behaving, people are asked to re-conceptualize the existing cognitive models that have guided their behavior for long time periods, without ever being questioned by anyone in the corporate latter. This study is making an attempt to delve into the dynamics of cultural change, trying to shed light into the factors involved, facilitating or obstructing its implementation. The methodology used combines both quantitative and qualitative techniques. The managers of a recently acquired firm were first interviewed, including the CEO, and later the total number of the employees of the acquired company completed a questionnaire concerning organizational culture diagnosis. The culture assessment instrument used in this study, is based on the Competing Values Model of K. S. Cameron and R. E. Quinn, widely used in organizational culture studies. Managers and lower - level employees of the company, are asked to provide information as to what the company culture was before the takeover, what it is like now and finally, what they would like it to be like, in the future. Interesting observations are made comparing the before and after the takeover situation, as well as, the employee view of the company culture compared to that of top management. The study provides an opportunity to the company management, to assess the organizational culture in light of its goals, and to draw a roadmap for the realization of those, setting realistic timeframes, contingent upon the receptivity of the company employees to the management change initiatives. The academic implications of the study include the further development of understanding cultural change and transmission, the role of the leader in managing the change effort and the power dynamics involved in the change process, within the particular context.