This research investigates the impact of target-firm employees’ vision and cultural openness to integrate their operational business into a bidder firm. Our empirical analyses are performed on a sample of 176 employees of a medium-sized German engineering firm in the waste power plant industry taken over by a Japanese steelmaker. The questionnaire results show that, not the vision of German employees but their cultural openness positively correlates to the perceived need of integration. However, culturally open employees with a clear, articulated vision perceive less need to integrate their operational business into the Japanese bidder firm. This research contributes to understanding the behavior of the target-firm’s employees in particular. The results are useful for managers who are involved in a cross-border acquisition. Therefore, we discuss practical implications of our findings as well as its limitations.