Making the Smithkline Beecham merger work
报告了1989年史克必成与比彻姆两家大型英美公司的合并进展，提出促进有效合并的建议和指导方针，重点描述了价值观和领导实践的建立过程，并总结了文化变革的整体模型。
Abstract Perhaps it is an understatement to say that merging two large companies, one predominantly American and the other British, is difficult. Moreover, a merger of such magnitude takes time. This article is, therefore, a “progress report” of the merger that officially began in July of 1989 between the former SmithKline Beckman corporation with the former Beecham, plc. The authors provide suggestions and some guidelines for what facilitates an effective merger, describe the process that has occurred thus far (with particular emphasis on the establishment of values and leadership practices for the desired merger culture), and conclude with the overall model that frames the culture initiative and change effort.