This work reveals the manifestations of consensus and ambiguities in an environment of change, in the process of acquisition of companies related to the metallurgy sector. Taking as a parameter a study of the formation of the largest metallurgy group of flat steels in Latin America, it analyzes the dynamic of the meeting of two organizations, according to the structure of the cultural dimension proposed by MARTIN (2002). From the application of these perspectives, and considering the cultural context within which the two metallurgy companies are established, various considerations can be made. Integration is understood as the manifestations which indicate a consensus surrounding the proposals of the directors of the acquiring group. With the perspective of Differentiation, it was possible to see different positions of organizational groups in relation to the proposed models of change. From the focus of Fragmentation, the ambiguous positions and multiple interpretations of the workers were seen, in relation to the event. The conclusion was drawn that the meanings coming from the interpretations that the different subcultures and individuals attribute to the event reveal important insights for cultural studies on acquisitions.