摘  要:　进入21世纪，我国的改革开放深入发展，同时，经济全球化使得各个国家之间的经济联系日益密切。在国际并购潮流的吸引下，我国的企业也终于加快跨国收购的步伐。但是，大多数企业的并购整合过程失败率很高，整合模式是否用好直接影响收购的效果。本文将从具体案例入手，解析跨国并购整合的时候存在的诸多问题，然后总结出能帮助企业解决好整合问题的办法。收购一般用金钱购买或资源置换，是一种买卖状态；兼并是指同行业间的合并或重新组合，这中间可以是市场配置的作用，也可以是政府行政的作用。企业并购后的组合是指根据并购企业的战略发展、企业文化、人员构成、财务系统等因素进行变革或调整，使目标企业与并购企业达到协同效用。但是，部分企业由于整合出现了问题，所以在并购后的整合以失败而告终，那些失败的企业没有把企业的并购当做一个系统进行整合。很多企业很多时候不重视整合的重要性，甚至根本不把它放在日程上，认为收购完成，并购就成功了。虽然部分企业重视并购后整合的重要性，但只是把并购过来的企业当作集团下的子公司整合，忽视了有着差异文化、制度、组织的公司进行整合的结构繁琐性，忽视了并购整合后两个企业磨合的必要性，不能产生企业聚合能力。因而，本文首先从并购的理论和整合模式着手，然后从整合成功和整合失败相反的具体案例进行分析，总结出成功的经验，吸取失败的教训，接着分析国内企业在并购整合的过程之中发现的不足及解决办法，最后找出针对不同企业的不同整合模式和整合手段，帮助企业实现真正的融合。

关键词：并购 整合 模式 对策

ABSTRACT:Entered in twenty-first Century, the further development of reforming and opening of our country, at the same time, economic globalization makes the economic ties between countries is increasingly close. With the develop of the M&A,Chna company begein doing it. However, many enterprises in China M & A is not optimistic, M & A integration directly affect the success or failure of M & A. It will be the case as the carrier,find the question in the process of merger integration, and then put forward for different enterprise solution. M & A integration actually involves two concepts, M & A is referred to as mergers and acquisitions, mergers and acquisitions refers to an enterprise merger or acquisition of another company. Acquisition of general use cash to buy or replacement of assets, is a kind of purchase behavior; mergers are generally similar enterprises reorganization, merger behavior, economic behavior also has the administrative behavior (state-owned enterprise internal corporate restructuring). After the merger of enterprises integration refers to corporate culture, management, human resources, assets, reorganization or restructuring adjustments, the acquired enterprise can quickly integrate into the operation and management of enterprises. However, as part of the enterprise integration problems, so the integration after M & A ended in failure, the failure of the enterprise does not have a corporate mergers and acquisitions as a systems integration. Many companies often overlook the importance of the integration of, don't even put it on the agenda, thought that the end of transaction, M & a success. Although some enterprises to pay acquisitions over the enterprise as a subsidiary integration group, ignored the complexity of different culture system, system, organization, integration, necessity of two enterprises in the neglect of the integration, can not achieve the merger synergies. Thus, this paper started from the main mode of M & A, with two success and failure examples, summed up the lessons of success and failure, analysis of problems and Countermeasures in the M & A integration of enterprises in our country, finally puts forward the M & A integration mode is suitable for different enterprises, help enterprises achieve the real convergence.  

Keywords: Mergers and acquisitions；Integrate；Mode；Countermeasure