The focal ethnography is the starting-off point from which general understandings and the inklings of new constructs are gleaned. It is usually carried out within a single division, plant, or project of a company that is undergoing change. In order to induce theory, several within-methods triangulations are used to check for internal reliability. This chapter offers an illustrative case of a focal intracultural ethnography around negotiating culture in a takeover by Japanese management of a US paper plant. Individual-level outcomes from cross-cultural adjustment and synergistic learning, on the positive side, to work alienation, on the negative side, are explored. Unsuccessful navigation of these outcomes leads to failed integration that can seriously affect successful technology transfer, knowledge sharing, and the general realization of global growth. By means of an iterative between-methods triangulation, the study surfaces cross-cultural work alienation as a phenomenon that can limit the overall success of such ventures, and identifies interventions that help to promote successful post-merger integration.