大量失败的企业并购直接源于企业文化整合的失败。
A number of unsuccessful enterprise mergence results from unsuccessful cultural integration.
本文结合并购整合的一般理论，重点研究了跨国并购中的企业文化整合问题。
This dissertation combines general theory of M&A integration, while emphasizing the importance of cultural integration after enterprise international M&A.
该模型为并购企业评价企业文化整合后是否达到整合目标及分析企业绩效提供借鉴。
After the case study, the model offers a reference to assessing the integration goal and corporate performance.
在文章的末尾以石家庄卷烟厂资产重组后的企业文化整合作为案例进行分析研究，佐证文章研究观点。
At the end of the article, we take the case study of Shijiazhuang cigarette Company in its corporate culture intergration after reorganization as an example to support research point of view.
其中企业文化整合与人力资源整合最为重要，企业文化整合是并购整合的基础，人力资源整合是并购整合的关键。
Enterprise culture integration and the human resources integration is most important, the enterprise culture integration is the foundation, and the human resources integration is the key.
在此基础上，本文提出对合并后会计师事务所的组织结构整合、执业标准整合、人力资源整合以及企业文化整合四个方面。
On the base of the above, the text points out four parts of resources integration, including the integration of the organization structure, working standards, human resources and corporation culture.
企业文化的导向问题直接影响着企业文化整合规划的成败，而导向的准确与否正是建立在我们前期进行的企业文化实态调研分析的基础上。
Whether merger and programming of an enterprise culture are successful or not, depends on its orientation directly, which is based on the essential research and analysis on the enterprise culture.
通过分析最终得出，企业文化由于其坚固性、无形性、动态发展性的特性，使传统的管理理念指导并购企业文化整合这一过程中表现出有些乏力。
By analyzing that drawing, due to that the characteristic of corporate culture is invisible, strong and dynamic development, the traditional management theory is useless to guide this issue.
分析并购企业文化冲突的表现与原因，得出并购企业文化的整合具有明显的路径依赖型，并提出文化整合的具体路径。
The paper analyzes the characteristics and reasons of cultural conflict in these enterprises. It draws out the apparent path inertia for them as well as the specific approaches.
分析并购企业文化冲突的表现与原因，得出并购企业文化的整合具有明显的路径依赖型，并提出文化整合的具体路径。
The paper analyzes the characteristics and reasons of cultural conflict in these enterprises. It draws out the apparent path inertia for them as well as the specific approaches.
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