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The DaimlerChrysler Merger - One Company, Two Cultures
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. ...]
The Impact of Cultural Differences on the Daimler Chrysler Merger
Research Paper (undergraduate) from the year 2010 in the subject Organisation and administration - Miscellaneous, 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.
The DaimlerChrysler Merger - An Analysis of the Cultural Problems
Seminar paper from the year 2003 in the subject Business economics - Business Management, Corporate Governance, grade: 1, , language: English, abstract: Introduction (English) 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 busine
The Merger of DaimlerChrysler
Essay from the year 2004 in the subject Business economics - Business Management, Corporate Governance, grade: 1,7, Business and Information Technology School - The Entrepreneurial University Iserlohn, course: Business English III, language: English, abstract: The merger between the two partners -Daimler-Benz and Chrysler- is not only a merger of the brands Mercedes-Benz and Chrysler. In the histories of the two partners there have been many other mergers and both companies also have been busy in fields which have not got directly anything to do with cars. At the time of the merger in 1998 the two companies already included several car-makes which they had acquired in the course of time. Because of the interesting history of the two partners I put more weight on this point to make clear how exactly it came to the corporate group today.
Application of the General Electric Model to the strategic business units of the DaimlerChrysler AG
Seminar paper from the year 2005 in the subject Business economics - Offline Marketing and Online Marketing, grade: 1,0, Mount Union College, language: English, abstract: When Gottlieb Daimler and Karl Benz built their first car in 1886, neither of them would have imagined what a global company would arisen from their invention. The brands Maybach, Mercedes Benz, and Smart are known worldwide. They all belong to the subdivision Mercedes Car Group. In 1998, Daimler-Benz AG merged with the American Chrysler Corporation to form DaimlerChrysler AG. Since then, the well known brands Dodge, Chrysler, and Jeep were added as to the DaimlerChrysler AG as the Chrysler Group division. DaimlerChrysler b...
Cross-Cultural Management. The case of the DaimlerChrysler Merger
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...
Wheels on Fire
"The inspiration for the deal came from Juergen E. Schrempp, the charismatic former apprentice from the Black Forest. He took over the reins at Daimler-Benz in 1995 and swiftly implemented one of the most brutal industrial restructurings Europe has ever seen. Drawing on exclusive information sources from within the company and its closest advisors, this book tells the inside story of the merger and its aftermath. It provides unprecedented insight into the mind and methods of Schrempp." "The book demonstrates in detail how the deal is a template for business in the twenty-first century. It gives tangible lessons for managers, highlighting what was done right and what would be done differently another time round. It provides a unique insight into the fusion of European and North American business culture to create a genuinely global company; above all, it is a great story."--BOOK JACKET.
Mergers and Acquisitions
This book examines the dynamics of the sociocultural processes inherent in mergers and acquisitions, and draws implications for post-merger integration management.
Automotive Production Systems and Standardisation
In January 2000, Mercedes-Benz started to implement the Mercedes-Benz Prod- tion System (MPS) throughout its world-wide passenger car plants. This event is exemplary of a trend within the automotive industry: the creation and introduction of company-specific standardised production systems. It gradually emerged with the introduction of the Chrysler Operating System (COS) in the mid-1990s and represents a distinct step in the process towards implementing the universal pr- ciples of lean thinking as propagated by the MIT-study. For the academic field of industrial sociology and labour policy, the emergence of this trend seems to mark a new stage in the evolution of the debate about production systems in the auto- tive industry (Jürgens 2002:2), particularly as it seems to undermine the stand of the critics of the one-best way model (Boyer and Freyssenet 1995). The introduction of company-level standardised production systems marks the starting point of the present study. At the core of it is a case study about the M- cedes Benz Production System (MPS).
