Author: Tobias Wolf Publisher: GRIN Verlag ISBN: 3638790215 Category : Business & Economics Languages : en Pages : 41
Book Description
Research Paper (undergraduate) from the year 2005 in the subject Business economics - Miscellaneous, grade: A, Northeastern University of Boston, course: Cultural Aspects of International Business, 12 entries in the bibliography, language: English, abstract: In May 1998 the German car maker Daimler-Benz AG and America's third largest automobile company, Chrysler Corporation, signed a merger agreement to build the world's No. 5 automaker. Juergen Schrempp, CEO of Daimler-Benz, and Robert Eaton, Chrysler's then boss, saw a logical fit between the European luxury-car producer and the American maker of sport-utility vehicles, minivans and medium-sized vehicles. The complementing product and geographical match seemed to prepare the merged DaimlerChrysler AG for the future competition in the automobile industry. ...]
Author: Ralph Johann Publisher: GRIN Verlag ISBN: 3640158717 Category : Business & Economics Languages : en Pages : 29
Book Description
Seminar paper from the year 2006 in the subject Business economics - Business Management, Corporate Governance, grade: 1,0, California State University, Fullerton, course: International Management, language: English, abstract: On 6 May 1998, Daimler-Benz of Germany signed a merger agreement with Chrysler Corporation of the United States. The merger marked the beginning of the ambitious goal of merging two styles of auto-making, two approaches to business and the proud, but distinct cultures of two nations. The opportunities for significant synergies afforded by a combination based on factors such as shared technologies, distribution, purchasing and know-how. Daimler’s engineering skill and technological advances could be complemented by Chrysler’s skills for innovation, speed in product development and bold marketing style. Juergen Schrempp, CEO of DaimlerChrysler, said, that the new company will reach an eminent strategic position in the global marketplace by combining and utilizing each other’s strengths. It seems that Germans and Americans in the enterprise have not become closer since the merger. This paper explores the reasons for DaimlerChrysler's failure to realize the synergies identified prior to the merger. It examines the different culture and management styles of the companies that were primarily responsible for this failure. The focus will be on the cultural issues and on the different theories that try to explain cultural differences between nations – the US and Germany - and how values in the workplace are influenced by those cultures. First of all it describes the overall circumstances that led to the merger. Both companies and their conditions prior to the merger are introduced as well as the general objectives that led to the merger and the goals of it are highlighted. After that, some of the theories that try to explain cultural differences such as the Cultural Dimensions of Hofstede are introduced with a special focus on the differences between the two cultures in play, the German and the US. It will proceed with an analysis of the different corporate cultures and the accompanying communication difficulties and mistakes that have been done in this context. The paper will conclude with recent developments, the current situation of DaimlerChrysler and some recommendations to work on the existing cultural issues and other problems within the merged company.
Author: Nicolas Martelin Publisher: GRIN Verlag ISBN: 3640411838 Category : Business & Economics Languages : en Pages : 29
Book Description
Research Paper (undergraduate) from the year 2008 in the subject Business economics - Business Management, Corporate Governance, grade: A-, International School of Management Dortmund, language: English, abstract: Back in 1998, Daimler-Benz, the German manufacturer of luxury automobiles, had only captured less than one percent of the American market (Daimler-Benz AG, Standard & Poor's Stock Reports. New York: Standard & Poor's, Inc., July 21, 1997). Meanwhile, the American Chrysler Corporation was willing to extend its international reach, especially in Europe. Given the circumstances, both companies came to the conclusion that a merger would make sense. On May 7th, 1998, the merger was officially announced as the largest trans-Atlantic merger ever. However, this buyout - which could have led to the creation of the greatest car manufacturer in the world - had failed in less that ten years. On May 14, 2007, the DaimlerChrysler company was already a thing of the past. Almost two years after the sale of Chrysler, a question remains: Why the merger failed? If we compare a merger to a marriage, we would say that they married the wrong persons. But how managers and executives from the two companies has gotten it so wrong?
Author: Bill Vlasic Publisher: William Morrow ISBN: Category : Business & Economics Languages : en Pages : 398
Book Description
It was the deal heard round the world. In May 1998, a stunning $36 billion merger was announced by Chrysler, the all-American automaker, and Daimler-Benz, the German manufacturer of Mercedes-Benz luxury sedans. The Wall Street Journal christened the deal "the biggest industrial merger of all time." The marriage of Daimler and Chrysler promised to rock the global auto industry and draw up a blueprint for international consolidation on an epic scale. But the union of Chrysler, the blue-collar maker of Jeeps and minivans, with Daimler, the crown jewel of German industry, didn't turn out to be a merger made in heaven. When the dust settled, Daimler had bought Chrysler, and the shock waves reverberated on both sides of the Atlantic. An American icon lost its independence, and a German giant grew in power and influence. The DiamlerChrysler deal brough together two automotive superpowers and triggered a chain reaction among competitors seeking partners around the world. In a gripping narrative ripped from the daily headlines, Bill Vlasic and Bradley A. Stertz of the Detroit News go behind the scenes of the defining corporate drama of the decade. With groundbreaking reporting, they reveal the untold story behind the unsuccessful attempt to take over Chrysler by its biggest shareholder, the reclusive billionaire Kirk Kerkorian, and its legendary retired CEO, Lee Iacocca. Their startling grab for the smallest of Detroit's Big Three automakers sparked secret talks between Chrysler and Daimler on a massive joint venture. The first deal collapsed, but it set the stage for the final, intense negotiations between Chrysler chairman Robert Eaton and Daimler chairman Jürgen Schrempp. It was hailed as a historic "merger of equals," but the euphoria evaporated amid a clash of cultures, identities, and personalities. The action moves feverishly around the world with larger-than-life characters in the high-stakes arena of international automaking. Taken for a Ride follows the twists and turns in the road to DaimlerChrysler and, in the end, emerges as a cautionary tale of the risks and rewards of going global.
Author: Mark E. Mendenhall Publisher: Stanford University Press ISBN: 9780804746618 Category : Business & Economics Languages : en Pages : 472
Book Description
This book examines the dynamics of the sociocultural processes inherent in mergers and acquisitions, and draws implications for post-merger integration management.
Author: Svenja Stellmann Publisher: GRIN Verlag ISBN: 3640771230 Category : Business & Economics Languages : en Pages : 29
Book Description
Research Paper (undergraduate) from the year 2010 in the subject Organisation and Administration, grade: 1,7, Northumbria University, language: English, abstract: The Merger of DaimlerChrysler in 1998 is regarded to be the biggest merger in the automotive industry. In academic literature there is consensus about the fact that cultural issues had a major impact on the merger's failure. Bearing in mind the importance of organisational culture on the success of M&A, this study aims to provide an in-depth analysis of the famous DaimlerChrysler merger. The researcher will reveal the organisations' cultural issues which arose during and after the merger and she will explain the impact of these issues on different organisational levels. The analysis will be conducted with the help of the theoretical frameworks of Schein (1984) and Hofstede (2001). Findings show that cultural differences have had an impact throughout all organisational levels. Due to this finding it is concluded that the merger was about to fail from the beginning on.
Author: Geert Hofstede Publisher: SAGE ISBN: 9780803913066 Category : Business & Economics Languages : en Pages : 332
Book Description
In his bestselling book Culture's Consequences, Geert Hofstede proposed four dimensions on which the differences among national cultures can be understood: Individualism, Power Distance, Uncertainty Avoidance and Masculinity. This volume comprises the first in-depth discussion of the masculinity dimension and how it can help us to understand differences among cultures. The book begins with a general explanation of the masculinity dimension, and discusses how it illuminates broad features of different cultures. The following parts apply the dimension more specifically to gender (and gender identity), sexuality (and sexual behaviour) and religion, probably the most influential variable of all. Hofstede closes the book
Author: Michele Gelfand Publisher: Scribner ISBN: 1501152947 Category : Social Science Languages : en Pages : 384
Book Description
A celebrated social psychologist offers a radical new perspective on cultural differences that reveals why some countries, cultures, and individuals take rules more seriously and how following the rules influences the way we think and act. In Rule Makers, Rule Breakers, Michele Gelfand, “an engaging writer with intellectual range” (The New York Times Book Review), takes us on an epic journey through human cultures, offering a startling new view of the world and ourselves. With a mix of brilliantly conceived studies and surprising on-the-ground discoveries, she shows that much of the diversity in the way we think and act derives from a key difference—how tightly or loosely we adhere to social norms. Just as DNA affects everything from eye color to height, our tight-loose social coding influences much of what we do. Why are clocks in Germany so accurate while those in Brazil are frequently wrong? Why do New Zealand’s women have the highest number of sexual partners? Why are red and blue states really so divided? Why was the Daimler-Chrysler merger ill-fated from the start? Why is the driver of a Jaguar more likely to run a red light than the driver of a plumber’s van? Why does one spouse prize running a tight ship while the other refuses to sweat the small stuff? In search of a common answer, Gelfand spent two decades conducting research in more than fifty countries. Across all age groups, family variations, social classes, businesses, states, and nationalities, she has identified a primal pattern that can trigger cooperation or conflict. Her fascinating conclusion: behavior is highly influenced by the perception of threat. “A useful and engaging take on human behavior” (Kirkus Reviews) with an approach that is consistently riveting, Rule Makers, Ruler Breakers thrusts many of the puzzling attitudes and actions we observe into sudden and surprising clarity.
Author: Mark L Feldman Publisher: John Wiley & Sons ISBN: 047148556X Category : Business & Economics Languages : en Pages : 226
Book Description
Five Frogs on a Log offers readers an entertaining and no--nonsense field guide to the mergers and acquisitions jungle, packed with insight and instruction for executing corporate change and capturing shareholder value.
Author: Benjamin Gomes-Casseres Publisher: Harvard Business Review Press ISBN: 1625270577 Category : Business & Economics Languages : en Pages : 291
Book Description
Create and capture value, no matter what path you've chosen. How to Create Joint Value Alliances, partnerships, acquisitions, mergers, and joint ventures are no longer the exception in most businesses—they are part of the core strategy. As managers look to external partners for resources and capabilities, they need a practical roadmap to ensure that these relationships will create value for their firm. They must answer questions like these: Which business combinations do we need? How should we govern them? Will their results justify our investments? Benjamin Gomes-Casseres explains how companies create value by “remixing” resources with other companies. Based on decades of consulting and academic research, Remix Strategy shows how three laws shape the success of any business combination: • First Law: The combination must have the potential to create more value than the parties could create on their own. Which elements from each business need to be combined to create joint value? • Second Law: The combination must be designed and managed to realize the joint value. Which partners best fit our strategic goals? How should we manage the integration? • Third Law: The value earned by the parties must motivate them to contribute to the collaboration. How will we share the joint value created? Will the returns shift over time? Supported by examples from a wide range of industries and companies, and filled with practical tools for applying the three laws, this book helps managers design and lead a coherent strategy for creating joint value with outside partners.
Author: Tobias Wolf
Author: Ralph Johann
Author: Nicolas Martelin
Author: Bill Vlasic
Author: Mark E. Mendenhall
Author: Svenja Stellmann
Author: Geert Hofstede
Author: Michele Gelfand
Author: Mark L Feldman
Author: Benjamin Gomes-Casseres