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The integration process and its challenges
一体化进程及其面临的挑战
Effective integration can be defined as the combination of firms into a single unity or group, generating joint efforts to fulfil the goals of the new organisation. This combination is often obstructed by the challenges of nationality and perceived cultural differences (Olie, 1994). International mergers are more likely to bring together people with different values and beliefs about the work place. Factors like an individual country's ideologies and industrial relations systems, increase the national distinctiveness of organisations. Merging implies the reconstruction of a new social identity.
有效整合，可以定义成一个单一的统一或一组企业的结合，产生共同的努力，以满足新的组织目标。这种组合往往被国籍的挑战和感知文化差异阻碍着（OLIE，1994）。国际并购更有可能将关于工作场所有不同的价值观和信仰的人汇集一起。个别国家的意识形态和劳资关系制度，增加国家的独特性组织等因素。合并意味着一种新的社会身份的重建。
Two organisational integration variables are particularly relevant in the acquisition process (Datta and Grant, 1990; Datta, 1991):
在收购过程中，两个组织整合变量是特别相关的(Datta and Grant, 1990; Datta, 1991)：
1 the motive for the acquisition (strategic fit and decision making process); and
收购的动机（战略协调性和决策过程），和
2 the process of implementation (including the ``acculturation'' process).
实施过程，（包括``涵化''过程）。
The motive for an acquisition is important in that it will influence the degree of required interaction between members of each organisation. Implementing strategies, if not handled well, may prove to be detrimental to organisational effectiveness, particularly if it leads to high levels of acculturate tension and conflict (Buono and Bowditch, 1989).
收购的动机是很重要的，因为它会影响每个组织成员之间所需的的互动程度。实施策略，如果没有处理好，可能被证明是不利于组织的有效性，特别是如果它导致高层次的社会化的紧张和冲突(Buono and Bowditch, 1989).。
Acculturative conflict during acquisitions is often held accountable for the failure to implement successfully an organizational integration strategy.
在收购过程中文化适应的冲突往往是对成功实施组织的集成策略的失败负责。
Acculturative process
文化适应过程
Nahavandi and Malekzadeh (1988, p. 82) adopted the anthropological term acculturation to describe the cultural changes resulting from the interaction of one organisational culture with another, or:
Nahavandi and Malekzadeh (1988, p. 82)采用人类学术语描述文化变迁，产生从一个组织文化与另一个组织文化的互动，或者
. . . the ways in which two groups adapt to each other and resolve emergent conflict.
. . .两组相互适应和解决紧急冲突的方法
A basic acculturative process occurs between the conflictive subgroup desires for:
•cultural differentiation; and
•organisational forces for integration.
一个基本文化适应过程之间发生的冲突分组欲望：
•文化分化;
•组织力量进行整合。
As Buono and Bowdich (1989, p. 105) observe, some individuals may refuse to give up particular culturally bound ideologies, traditions or behaviours, and therefore may purposely delay the acculturation process, or ``lag'' behind the rest of the organisation in terms of accepting culture change (Vansina, 1991).
据Buono和Bowdich观察，有些人可能拒绝放弃特别是文化约束的意识形态，传统和行为，因此可能故意拖延同化过程，或``滞后''落后于其他的组织在接受文化的变化（Vansina，1991）。
Acquisitions selection decisions are generally driven by financial and strategic considerations, yet many organizational alliances fail to meet expectations because of difficulties in the acculturation process which would compromise the knowledge transfer and learning to occur. Those difficulties in the acculturation process could be a function of either or both of the integration strategies or the incompatibility of the partners' cultures (Cartwright and Cooper, 1992). Potential synergies will result in superior performance only if it is realized through effective post-merger or post-acquisition implementation. This goal is not easily accomplished (Hunt et al., 1987). As emphasised by Buono et al. (1985) integrating two separate companies with different traditions and backgrounds into a single unit often proves to be a difficult and time-consuming process. Conflicts between the two organisational groups engaged in a merger can frequently be observed during the post-merger situation. Members of the organisations typically start defining the situation in antagonistic terms, of ``us'' versus ``them'', and power struggles evolve as organisational groups engage in bickering over scarce resources. In spite of formal attempts to blend or create a common identity or culture, the persistence of original identities can be observed in post-merger situations long beyond the consummation of the merger. According to Elsaa and Veiga (1994), the success of a particular integration strategy depends primarily on:
收购选择的决定一般是由金融和战略方面的考虑，但许多组织联盟未能达到预期结果，因为这在同化过程中的困难将有损于知识传授和学习的发生。那些在文化适应过程中的困难，可能是一方或双方的整合战略或合作伙伴的文化不兼容的作用。潜在的协同效应将导致性能优越，只有当它是实现有效后合并或收购后实施。这个目标是不容易实现的任务（Hunt等，1987）。Buono et al. (1985)强调，将不同的传统和背景的两家独立的公司整合成一个单一的单元，往往被证明是一个困难和耗时的过程。从事合并两个组织团体之间的冲突经常可以观察到在合并后的情况。该组织的成员通常开始在对立的术语定义的情况，“我们”与“他们”的权力斗争演变为组织团体参与争吵不休稀缺资源。尽管正式尝试融入或创建一个共同的身份或文化，原身份的持久性可以观察合并后的情况长超出了完善的合并。根据Elsaa 和Veiga (1994)，一个特定的一体化战略的成功主要依赖于：
•the manager's ability to reconcile the need for strategic interdependence between the two firms;
•and the need for organisational autonomy.
• 经理的能力，调和两家公司之间相互依存的战略需要;
• 和组织自治的需要。
Post-merger integration efforts can generally be described as ranging from minimal assimilation, which leaves the acquired firm more or less autonomous, to complete assimilation or blending of operations and cultures. The balance of these two factors determines the appropriate integration approach. for each particular acquisition. This current study is focused on describing integration processes experienced by three case studies. In the cases, we can observe a need for strategic interdependence - as expected within related industries - and the desire for each group to keep their own identity and autonomy.
并购后的整合工作通常被描述为从最小的同化，这让被收购公司或多或少自治的，完成经营和文化的同化或融合。这两个因素的平衡确定适当的集成方法。对于每个特定的收购，目前的研究重点是描述所经历的三个案例研究的一体化进程。在这个案例中，我们可以观察到战略相互依存的需要 - 预计在相关产业 - 为每个组的愿望，保持自己的身份和自主权。
3.Method
方法
The objective of this project was to investigate the impact of the integration strategies on the outcomes of acquisitions. The specific aim was to examine what actually happened during the integration process in firms where strategic acquisitions were made to improve the competitive position of one or both firms. The study
explored how transferring capabilities from acquisitions can lead to value creation. This study aimed to find empirical evidence in order either to support or to reject the findings from previous research, as outlined
in the previous sections of this paper.
这个项目的目的是研究集成策略的影响结果的收购。具体目标是检查在公司战略并购是改善竞争地位的一个或两个公司集成过程中发生了什么。这项研究探索如何从收购转移功能会导致价值创造。本研究的目的是寻找实验证据为要么支持或反对这些发现从先前的研究,如本文在前面章节中的概述。
Data collection
数据收集
Semi-structured interviews were conducted primarily with top directors responsible for the acquisitions integration process. Three of the interviews were tape-recorded and transcribed. Each interview lasted from one to two hours. In order to achieve a triangular approach, further data were collected with the Cap Gemini Ernst Young director responsible for consulting on international M&A processes of organisational integration. Finally, information from annual reports and specific literature on organisation's underlying philosophy and working practices were analysed. The interviews were conducted by the authors in each director's London offices. The BP-Amoco interview, however, was conducted by telephone and also tape-recorded. An interpretative approach was utilised to analyse the data collected.
进行半结构化访谈主要是与最高管理者负责并购整合过程。三个访谈录音和转录。每个面试持续了一个到两个小时。为了实现一个三角形的方法，进一步的数据收集与凯捷安安永董事，负责国际并购的组织一体化进程的咨询。最后，从年度报告和对组织的基本理念和工作实践的具体的文学资料进行了分析。这项调查由作者在各董事的伦敦办事处进行。然而，BP-Amoco(英国石油公司-美国石油公司)的采访中,是通过电话和磁带记录。解释性的方法利用收集到的数据进行分析。#p#分页标题#e#
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