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Essay / Research Paper Abstract
This 5-page paper discusses the failure of Daimler-Chrysler, and what organizational behaviors between the two companies caused it. Bibliography lists 3 sources.
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5 pages (~225 words per page)
File: D0_MTdaimchry.rtf
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one another and seem well-suited for one another; so much so, that when the merger falls apart, people are surprised. This, however, was not the case involving the late 1990s
merger between Daimler-Benz of Germany and American company Chrysler Motor Corp. Though the reasons for the merger seemed good on paper, there was a clear cultural divide from the beginning.
One of the reasons for the failure of this merger was because it was impossible to merge two totally different companies steeped in thoroughly different corporate culture behaviors.
During the year 2000, the late 1990s merger of Dailmer-Benz and Chrysler had been hailed by both as a "merger of equals." But this
merger didnt last long; within two years, all of the top U.S. executives were gone, while morale among American employees was at its lowest, causing productivity problems (Badrtalei and Bates,
2007). On the surface, however, the merger made sense - it would give Chrysler a badly-needed boost in Europe, while providing Daimler-Benz with a supply of new product (and fresh
capital) that could target a market that wouldnt buy the more expensive Mercedes-Benz (Badrtalei and Bates, 2007). The merger also made sense in an industry in which consolidation was becoming
the norm. Thus, DaimlerChrysler AG was established in 1998 among great hoopla, only to fall apart some eight years later, when Daimler sold Chrysler to private equity firm Ceribus (Lassa,
2008). Despite the benefits both parties brought to the table at the beginning, the merger was a train wreck. Part of
the problem rested with insufficient due diligence during the "courtship" period (Badrtalei and Bates, 2007). More importantly, the issue rested on the fact that the two different corporate cultures -
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