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Cross-Cultural Management von Johann, Ralph (eBook)

  • Erschienen: 08.09.2008
  • Verlag: GRIN Verlag
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Cross-Cultural Management

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, 25 entries in the bibliography, 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.

Produktinformationen

    Größe: 1860kBytes
    Reihe (Teil): Akademische Schriftenreihe Bd.V114405
    Herausgeber: GRIN Verlag
    Untertitel: The case of the DaimlerChrysler Merger.
    Sprache: Englisch
    Seitenanzahl: 26
    Format: ePUB
    Kopierschutz: AdobeDRM
    Unterstützte Lesegerätegruppen: PC/MAC/eReader/Tablet
    ISBN: 9783640158713
    Erschienen: 08.09.2008
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