The DaimlerChrysler merger: One company, two cultures
Research paper 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. [...]
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1.2 The merger 1.3 The goal 2.2 Analysis American employees Analysis of cultural analyzed automobile analysts behavior billion business suit BusinessWeek car maker challenge of global Chrysler Corporation Chrysler managers Clash at DaimlerChrysler COF-Mapping company’s top confronts the challenge corporate culture costs cultural differences Cultural Orientation Framework cultural problems culture clash Cultures must mesh Daimler-Benz Daimler’s dominating DaimlerChrysler confronts DaimlerChrysler emulsion DaimlerChrysler was worse different cultures Eaton Economist focus of human former Chrysler Future Course 3.1 German companies German managers Germans and Americans Germans usually global integration hierarchical Hofstede Hofstede’s Dimensions human activity individual orientation individual’s Juergen July 17 July 29 June 01 mainly Management International Digest meeting Mercedes merged companies merged DaimlerChrysler merger announcement mesh in megamerger million cars minivan November 22 obvious Reader’s Report Recommendation for DaimlerChrysler’s relationship Resource Management International salary Schrempp Sindelfingen Uncertainty Avoidance wear a business world’s Worldwide Fender Blender worse than expected