The need for a common language between multilingual merging companies is clear but the problems of understanding between people in mergers, where they use the same language, is less well known. Two companies with the same activities and speaking the same language may not necessarily use the same expressions, meanings, and practices causing confusion that translates into costs for the company. This article focuses on monolingual mergers, when communication turns out to be less self-evident than may be imagined. Through the pragmaterminological approach, this paper proposes human resources management and communication management a way to consider the companies’ linguistic material for the success of a merger
