【正文】 re es a good example: the puter corporation HP purchased CPQ. After the Mamp。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 。 meanwhile the culture also won39。AFor the staffs of both sides, are they desired to accept the new culture, the new organization? From the acquired side, do its members accept the fact of being acquired? Would they have a feeling that they are less excellent than the buyer pany? And would they be willing to adapt to the other pany’s culture and manage style... There will be a list of issues. Form the buyer’s side, what’s their attitude toward the newly acquired pany? Here the failure of Daimler Chrysler is a good example. Staffs from Chrysler dislike the Germany management style while the Daimler’s staffs resent with American’s high wages with the same position. These unacceptance directly sped the failure of the 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。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。 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。 while if you mistake your merger and acquisition process, the Mamp。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。A。 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. am