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【正文】 ed on postmerger management. Besides, some cases of Mamp。As……………1 Phase of Preparation …………………………………………………………...............1 Phase of Transition …………………………………………………………………….1 Phase of Integration ……………………………………………………………………1 Phase of Consolidation ………………………………………………………………...1III Corporate Culture ……………………………………………………………….......1 Cultural Discrepancies and Risks ………………………………………………………1 Cultural Conflicts …………………………………………………….............................1 An Effective Executive and His Decisions on RisksTaking ...........................................1IV Cultural Integration and Performances of Mamp。As Mamp。AsMamp。As’ strategies............................2) The Acquirers’ Original CultureInfluences of acquirers’ original culture are manifested through tolerance of multiculture. According to ................................... Factors Determining Acquired firms’ Selections on Modes of Cultural Integration1) The Acquired Firms’ Original Culture, ..............................2) The Acquired Firms’ Perception of the Acquirers.................... Decisions on Cultural IntegrationBased on the above analysis, ....................................V ConclusionWith the everincreasing development of marketing economy and economic globalization, .........................................................References[1] Dou Weilin, Intercultural Business Communication, Beijing: Higher Education Press, 2005.[2] Drucker, , The Effective Executive, Beijing: China Machine Press, 2005.[3] Gertsen, , Cultural Dimensions of International Mergers and Acquisitions, Berlin, Germany: Walter de Gruyter GmbHamp。什么是奮斗？奮斗就是每天很難，可一年一年卻越來(lái)越容
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