There are instances, of course, where the cultural endstate may not be the same for different components of an acquisition or merging partners. And a complicating
factor in international combinations is that there often will be parts of the organizations where a particular endstate makes sense and others where it does not. For
some countries or regions, or for some parts of the business, absorption may be the best approach; in other areas, say where the seller has a more prominent status, a reverse merger could be the more appropriate endstate.