【正文】 A。A cultural integration should pass the following four stages: Exploration Stage Assessment and the Formulation of the Consolidation PlanCultural integration of the preparatory stage refers to the prehensive investigation for the merger and acquisition about the original culture condition, differences between the original culture, the difference of the possibility of the conflict. And according to the result of the investigation it’s proper to make preliminary cultural integration plan period. This step directly determines the fellowing process. A perfect assessment result contributes to a paratively reasonable initial plan. Collision stage The Implementation of Integrated PlanIntroduction stage is the beginning to carry out the cultural integration stage. During this stage, it’s often acpanied by large change measures, such as new organization of the structure building, the adjustment of the leadership, the personnel of the pact or the starting of larger programs, etc. As the implementation of the integration of plan goes, all kinds of culture had direct contact and collision, the generation of conflict is unavoidable. At this time, organization atmosphere is nervous, morale is low, ups and downs。A. Cultural Separation ModeSeparation not only keep the target enterprise cultural independence, but also reduce the chances for both members to have public contact. Thus it helps to ease the tension, avoid producing strong cultural conflicts. This strategy is applicable to the following situation: mergers and acquisitions both sides belong to different industries, and the industry difference is especially obvious 。As enterprises will be difficult to control the acquired pany, that’s to say isolation is a highrisk choice for the Mamp。 and Zvi Namenwirth amp。As: the average failure rate of overseas Mamp。 ii, raising different culture integration strategies at different stages. Key words: International Mamp。在前面分析的基礎(chǔ)上，本文提出了企業(yè)跨國并購后文化整合的對(duì)策，包括跨國并購后文化整合模式的選擇、不同整合階段的策略選擇。本人遵循北華航天工業(yè)學(xué)院有關(guān)畢業(yè)論文的相關(guān)規(guī)定，提交畢業(yè)論文的印刷本和電子版本。對(duì)本論文的研究做出重要貢獻(xiàn)的個(gè)人和集體，均已在文中以明確方式標(biāo)明。本文結(jié)合并購整合的一般理論，重點(diǎn)研究了跨國并購中的企業(yè)文化整合問題。A integration, while emphasizing the importance of culture integration after enterprise’s Mamp。As is increasing sharply. According to one stat. report, the total amount of overseas Mamp。As play instrumental role in the global economic development, thus many scholars are engaged in the study of influential factors, among most of which they focus culture. Focusing on the culture factor, I would like to talk about how it works in the overseas Mamp。As process of enterprises (Xu Lunmei, 2005:183). Secondly, the most important part is the discussion about the types of integration. According to the cultural change degrees of their culture and the control power after the Mamp。A. Here are the example. In 2004, Lenovo announced to purchase IBM’s pc business. Although Lenovo tried to take some measures to make sure the integration process, the results showed that these were far satisfied pared with the original target. Among these were the leaves of many excellent personnels from IBM. It’s not hard for us to consider Lenovo’s strategies: the different manage style, the attitude towards petition and talents...All of these made Lenovo a paternalistic leadership enterprise while IBM a democratic participation and advocating petition enterprise. Thus, the success of integration need a long way to go. The alternatives of integration modes Cultural Assimilation ModeThe advantages of Cultural Assimilation Mode: in the integration process it has strong core culture and plays a leading role, thus the integration has fast speed, and the effect is obvious. However, this mode is a topdown cultural integration mode, and a process that a kind of culture is pletely replaced by another one. It’s easy for us to imagine the difficulty of integration mode, because for a enterprise pletely abandon the original culture to adapt to a new culture will cause serious conflicts ,especially the impact on the thought of the target enterprise’s employees. At the same time it will increase the possibility of integration failure. Cultural Fusion ModeAt present more and more mergers and acquisitions are the powertopower unions, in order to enlarge the scale of operation and enlarge the share of market, improve the industry concentration, obtain excess monopoly profits. The merger and acquisition enterprises have similar strength level, while the enterprise cultures are different, but in general they are both positive enterprising, very petitive, with strong cohesion. At this time, on the base of not changing their own cultural standards, two excellent culture should supplement each other, work for mutual penetration and mutual fusion. The member enterprise purposefully absorb each other enterprise39。A. Strong Desire to Keep Its Original TargetsThe ability to make the integration go smoothly always determines the success of the Mamp。A can not only ruin the target enterprise, but also harm the acquiring enterprise. Here is a good exampleTCL group’s Mamp。 Weber, R. B. Dynamics of Culture. Boston: Allen amp。A is doubleedge sword: if you use the right strategies to implement your merger and acquisition process, the result will be fruitful, just like 1+12。t bring acquiring enterprise management activities a negative impact. After the enterprise’s restructuring’s pletion, it should pay attention to gradually eliminating the cultural differences between enterprises, when the time is proper, pay attention to timely adjusting, reshaping the new enterprise’s culture. In the year of 1971, American motor producer GM adopted this mode to manage the acquired ISUZU MOTRS from Japan, which was a success. Cultural Deculturation ModeIts implementation will often acpanied with a lot of confusion, depression, anger and tension, will be affected by the acquiring enterprise’s strong resistance. Therefore, the use of his strategy should be more cautious. Emerson Electri