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Essay / Research Paper Abstract
A 15 page paper. In 1998, Daimler-Benz merged with Chrysler. This paper discusses the cross-cultural issues that inhibited the success of this merger. The culture of each country is discussed along with governance and the different management styles practiced in each country. Hofstede’s cultural dimensions is the conceptual framework used to analyze the situation. Recommendations for what the company should have done are provided. 1 graphic is included. Bibliography lists 9 sources.
Page Count:
15 pages (~225 words per page)
File: ME12_PGdmch10.rtf
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Unformatted sample text from the term paper:
were in Stuttgart, Germany. The company had manufacturing plants across 17 countries and the companys products were sold in more than 200 countries (Bryant 2005). Both Daimler-Benz and Chrysler had
had a number of different brands and they both had financial divisions. About this same time, Daimler sold its interests in Mitsubishi Motors. They said it was to better focus
on their core competencies (Bryant 2005). It did keep its interest in various other alliances and partnerships as well as its interest in the European aerospace and defense consortium.
DaimlerChrysler was a German company and as such, it had to adhere to the German labor laws as well as German labor practices. The setup is very different than in
the United States. There are three governing bodies involved in the governance of any corporation. These are: The General Meeting, The board of Management; and the Supervisory Board (DaimlerChrysler 2008).
The General Meeting is not involved in day-to-day operations, it is approves certain actions and transactions and it elects half of the Supervisory Board members. The Supervisory Board appoints and
discharges members of the Board of Management and monitors those persons performance. The Board of Management independently manages the daily operations and activities of the corporation (DaimlerChrysler 2008). The new
company tried for nearly ten years to succeed but it did not. There were just too many differences between how the U.S. manages corporations and how Germany manages corporations. Chrysler
did far worse under the Daimler banner than it had under its own. DaimlerChrysler was far more interested in the Daimler part of the company than in the Chrysler part.
Towards the end of the DaimlerChrysler relationship, Chrysler threatened to take away the franchises of 173 dealerships because sales had declined dramatically. In 2007, Cerberus Capital Management stepped in an
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