In the past decades, cross-border mergers and acquisitions have increased in popularity, with a significant push in number of transactions in the 1990s. Amongst other reasons, companies are looking for acquiring targets abroad to participate in fast-growing markets and geographies while increasing their in-house capabilities. The international nature of these transactions poses unique challenges related to the differences in national culture between the parties, which can be reflected in discrepant corporate and working cultures and might directly impact the performance of these deals. In that context, the measurement of national cultural differences is of large interest of cross-regional research and has been applied to study companies’ and employees’ profiles and behaviors.