【正文】 Weber, R. B. Dynamics of Culture. Boston: Allen amp。 and how we handle the cultural integration. In my thesis, based on the discussion about culture , I give deep analysis about integration process. Meanwhile I raise different strategies for different stages of the cultural integration process. Thus, I hope my points can give the international corporations some help, which is my motivation of writing this paper.Acknowledgments During the production of this thesis, I would like to express my deepest gratitude to my supervisor Ms. Liu for her unfailing patience, helpfulness and supervision. In addition, my friends give me great encouragement and support during the pletion of my graduate thesis, so I’d like to send them my heartfelt thanks too. Finally I also like to thank the following important people in my life: my parents for giving me the opportunity to make my dream e true。A failures: how the culture makes impacts on international business, especially the overseas Mamp。A can not only ruin the target enterprise, but also harm the acquiring enterprise. Here is a good exampleTCL group’s Mamp。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。 members may resist any form of reform, together with frustration, anger and the rivalry. Thus the enterprise culture integration in the new culture’s introduction, only on the basis of elaborate preparation can it start. When during the concrete operation, it also must be very careful and respond flexibly. During the collision stage, many issues appear to the face, from which we learn how to optimize our original plan. Thus, the implementation means more consideration about the possible accidents. Adaptive Phase Maintenance and Adjustment PlanAdaptive phase refers to a longer stage, which is from the main measures of pleting cultural integration to two kinds of culture have been gradually fused. During this stage, the center system and the adjustment of the leadership have been acplished, dominant contradiction has been solved, but its all sorts of hidden contradictions are still possible, which constitute the potential threat to the interests of the organization。A, cultural integration difficulties are not only because the values, beliefs, etc in different cultures have differences, but more importantly that is mergers and acquisitions both sides do not realize those differences and their importance. Generally speaking transnational Mamp。A. Strong Desire to Keep Its Original TargetsThe ability to make the integration go smoothly always determines the success of the Mamp。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 Electric adopted this mode to purchased Avansys. However, the result turned out to be a failure.Chapter3: Problems and New Strategies in Overseas Mergers and Acquisitions Problems in Overseas Mergers and Acquisitions The Acceptance of Staffs for the Mamp。 The acquiring enterprise’s culture itself belongs to style of cultural diversity, while the target enterprise culture has a strong power of attraction, its members are trying to maintain it, save it, not willing to accept the acquiring enterprise’s culture。A, they quickly begun to considered the cultural problems. They adopted this mode, collected both of their advantages and then produced new mon culture, which realized the target “1+12” in the process of 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 cultura