【正文】 my sister for always being there to smile, offer support and make me smile. Their unselfish love acpanies me throughout all these years and gives me endless strength.Thanks to all the English department faculty members and staff .Thank you all.Bibliography[1] Charles, W. L. Hill. International Business (7th Edition). Beijing: China Renmin University Press, 2009.[2] Geert, H. Culture Consequences: International Differences in WorkRelated Values. Beverly Hills CA: Sage Publications, 1984.[3] Geert, H. Software of the mind: Surviving in A Multicultural World. Beijing: Science Press, 1996:78.[4] Geert, H. Culture Consequences: Comparing Values, Behaviors, Institutions and Organizations across Nations. Thousand Oaks CA: Sage, 2001. [5] Geert, H. Cultuses and Organizations: Software of the Mind (2nd Edition). Beijing: China Renmin University Press, 2010.[6] Mike, W. P. Global Business. Beijing: China Renmin University Press, 2009.[7] Namenwirth, J. Z. amp。A for Alcatel. TCL initially wanted to expand its cell phone industry to international markets by the acquisition of the famous cell phone corporation Alcatel. Unluckily TCL’s ambition was not realized so smoothly. What’s worse, the failure of this acquisition makes itself trapped. For a long period of time, TCL is in a downturn. One of the major reasons for its failure is culture conflict, TCL haven’t handled the cultural integration well, which is the hidden bomb for the following steps. Therefore, my thesis focuses on the culture for Mamp。 through a longterm accumulation hidden contradictions are likely to lead to bad behavior and dominant contradictions repeatedly. This phase may produce the most fierce cultural conflict. Therefore, managers should be good at discovering and eliminating all sorts of hidden contradictions, and maintaining and adjusting the new system in order to make a smooth and effective implementation. This stage is the key process of the whole integration. Dealing with the repeated dominant and hidden contradictions often determines the result of the integration. Thus, this stages must be more cautious. Innovation Stage Realization of the Real Cultural FusionInnovation stage refers to a period when on the basis of cultural integration, mergers and acquisitions start pioneering and innovative or a new fused culture. At this stage, it must pay attention to the cultural innovation, because it is the supplement of the new culture. More importantly, cultural innovation and development are the real affirmation for the original enterprise. Only on the basis of cultural integration to develop and update your own fruits , culture can be the real successful integration.ConclusionInternational Mamp。A. And a strong desire has important impact on its actions to integration. Here are a positive example of trying to keep its original goals. Lenovo’s original target of buying IBM’s pc business is to bee a strong and standard international pany just as Dale. Thus, Lenovo reacted quickly after the acquisition: staff policy for personnels from IBM, the new management members, the location of its international department... The list of measures indicate the strong determination of Lenovo to be a true global enterprise. To some extend, Lenovo behaved successfully, though the final results remained to be tested. Different Strategies at Different StagesIn transnational Mamp。 meanwhile the culture also won39。s excellent culture achievements or cultural experience,and confirm their cultural differences, so as to look for a new enterprise culture growth grounds in mon, achieve cultural consensus. Finally on the basis of the process the two original enterprises create the new enterprise culture system. Here es a good example: the puter corporation HP purchased CPQ. After the Mamp。As is quite plex, it needs more time to do deep analysis.Chapter 2:Cultural Conflicts and Cultural Integrations ModesThe proper cultural integration modes play crucial roles for the success of the international mergers and acquisitions. Thus two different enterprises from quite different cultural backgrounds need to adopt different cultural integration modes for their overseas expansions. Even for the same enterprise, it also needs to adjust its strategies for different stages. Cultural Conflicts in Overseas Mergers and Acquisitions Conflicts between the Developed CountriesIn the developed world ,though they have much in mon but actually they also have cultural conflicts just as the following case. In the year of 1998, German motor corporation Daimler purchased American motor corporation Chrysler. However, 8 years later, Daimler and Chrysler announced to separate to the original two corporation. It’s clear that the Mamp。As, western scholars raised four mode of integration: Assimilation Mode, Fusion Mode, Separation Mode, Deculturation Mode. Here es the brief introduction of the modes (Luo Dan, 2008:3638): Cultural Assimilation Mode Assimilation is not a mandatory process, assimilation provided that the other party is willing to accept the culture.When the two sides have clear difference in strength, especially when the poor management of target enterprise on the verge of bankruptcy, the power enterprise’s culture advantages are easily in wider range for identification,and play a leading role. In this mode, the core advantage of the enterprise through the proper way and method, force our enterprise spirit culture, system culture, etc to guide the target enterprise, making the enterprise of the weak culture, influenced by advantage enterprise’s strong culture shock and replaced. Cultural Fusion Mode When both members of mergers and acquisitions want to save the most personality of their respective panies, cultural traits and organizational practices, then the fusion will be a suitable cultural integration mode.In this process we need focus on two po