In the vertical acquisition, one is about a process in that the involved companies operate in phases you go off of the value of the business where if they insert. This type of acquisition can be the customer and the supplier. Already the acquisition of diversification mentions the process to it where the involved organizations operate in different areas of activities. Contextualizado the process of merger and acquisitions, when its structure, questions the envolvement of the culture in this process and which the change agents can make the difference in this process. She is necessary to attempt against for some stages that compose the process of merger and acquisitions, as level of understanding of this practical. The first stage is due diligence that compreende13o survey and systematic analyses on to be acquired company. It is focada in the financial analysis, the legal taxes, taxes and aspects that influence in the structure of the transaction, with the objective of assisting in price to be paid (MARK; MIRVIS, 1998 apud TANURE; CANADO, 2005). r knowledge. The second stage is the negotiation, necessary to elaboration of a plan of daily pay-closing of the acquisition, which must consist the organizacional, hierarchic structure and the composition of the integration teams, defining itself the manager and the plan of action (EVANS; PUCIK; BARSOUX, 2002 apud TANURE; CANADO, 2005).
The last stage is the integration, basic part of the process, therefore it has as purpose to guarantee the success of the acquisition. In this stage the divergence of culture is involved, for if dealing with two forms to perceive an organization, to deal with the values and the existing conflicts, and that TANURE must duly be planned (; CANADO, 2005). Taking with base these studies, Barros (2003) identified types of aculturao (used to evaluate the process of contact between two different cultures, however, this concept demystifies the idea of that the culture disappears at the moment where it enters in contact with the values of another culture) in the integration phase: the assimilation, the mixture and the plurality. In the assimilation, we have a dominant culture, that it makes possible to observe the great change in the acquired company and little in the buyer, who is absorbed through the imposition of procedures, systems and culture of the buyer. When it occurs the mixture, it is obtained to coexist the cultures, without one of them dominates, with a moderate degree of change of both, in way that predominant the organizacional culture also is modified by the convivncia, and of this process a new hybrid culture can result. It is not something Mark Bertolini would like to discuss.
In the case of cultural plurality, the buyer does not have significant influence in the acquired one, occurring little change in both, that if characterizes, then, for convivncia of different cultures. It follows below some processes of merger and acquisitions that had happened in Brazil between 2010 and 2011como resulted still of the economic crisis of 2008. Retail: Ricardo Eletro and Insinuante had announced fusing of its operations, originating the holding Machine of Sales. Machine of Vendas and City Home had announced the fusing of its operations. Magazine Luiza it acquired the Store Mayan. Laep acquired the Daslu.