Strategy Research Of Management Integration After Enterprise M&A-with Nokia Shanghai Bell GE&PS After The Merger For Example

In today's era of rapid development of economic globalization,market competition is increasingly fierce.More and more enterprises gain the greater competitive advantagethrough merger or acquisition of other competitors in the same industry.Nobel prize-winning economist George J.Stigler found that M&A was the most effective way to obtain the biggest scale and the maximum power.Through mergers and acquisitions the same industry competitors,enterprisescan quickly improve market share,the economies of scale benefit and competitors' core competitiveness,so as to occupy the advantageous position in the industry.As we see,the enterprise M&A is relatively common,thus the problemsit producedduring the period of mergers and acquisitionsand the correspondingstrategies,lots of relevant research literature at home and abroad can be found andprovide reference for the enterprise.However,when the mergers and acquisitionsare completed,the enterprise internal effective integration is often ignored,some of them after the integrationstill exist many problems.These problems tend to weaken the effect of mergers and acquisitionsenterprise anticipated atfirst,moreover hindermarket competitionof enterprisesafter the merger and enterprises step to backsliding.Now,more and more scholars have realized that to judge whether the effect of M&Ais success or not,effective integration strategy isdeterminant.And some scholars research results show that the integration of enterprise merger and acquisition strategy often pay more attention to financial and asset integration,and relatively ignored the organization structure,enterprise culture and the effective integration of human resources,or we can think for the integration of strategy is not very desirable,and the effect is not satisfactory.This article takesGE&PS department of Nokia Shanghai bell an example,which just completed the M&A.Apply change management and integration related theory,using interview method and questionnaire investigation,attempt to look for the prominent problems at this stage of the organization mergers and acquisitions.These problems just cover the organization structure,enterprise culture and human resources issues,and these problems are management related issues brought by the enterprise M&A while does not existbefore the M&A.Based on these problems,to put forward the strategy recommendations and implementation methods so as to alleviate the internal organization contradictions of GE&PS in Nokia Shanghai bell.Meanwhile,to make its management after the merger integration work can be much more smoothly,and wish to give other companies that have a similar problem for reference.