China’s entrance into the WTO is a new departure in China’s opening to the outside world. With the implementing of “Going-global” strategy, cross-border M&A of Chinese enterprises has become an inevitable trend. This paper uses systems thinking and system archetype theory to identify some typical problems in the process of Chinese enterprises’ cross-border M&A. By analysing the merger between Chinese D' long Group and German Fairchild Dornier, we could draw a conclusion that companies should focus on locating the source of the problem, rather than developing remedies for the short-term symptoms. In the process of cross-border M&A, Chinese enterprises need to concern if they have had the ability to merge and integrate the target companies effectively, especially the capability of post-M&A integration.