Download or read book Why do cross border M A fail so often The role of cultural differences in the case study of the DaimlerChrysler AG written by Miriam Mennen and published by GRIN Verlag. This book was released on 2018-04-13 with total page 88 pages. Available in PDF, EPUB and Kindle. Book excerpt: Master's Thesis from the year 2008 in the subject Business economics - General, grade: 71 % - A, University of Newcastle, language: English, abstract: There is a high failure rate in cross-border M&A. Many of them fail due to cultural differences of the combining organisations. This study examines the role of culture in cross-border M&A regarding national and organisational culture among other factors that are important for a successful integration strategy in M&A across borders. The factors discussed are based on empirical findings, and on literature that in the analysis, proved to corroborate the findings of the primary data, or insights based on these findings. Since many authors comply with DaimlerChrysler having failed because of two heterogeneously organisational cultures and different management styles trying to combine into a new culture, this topic was of special interest of the researcher. DaimlerChrysler is being used as a case study approach in this research to find out how important the role of culture in cross-border M&A is. Furthermore, it has been observed, that the controversial evidence in the literature if many cross-border M&A fail due to cultural differences is of interest concerning the research objectives and the literature revealed that in this area little research is done so far. Therefore, one objective of this research is to fill the gap in the literature regarding national and organisational culture when integrating one firm with another or by forming an entirely new one in cross-border M&A The analysis of primary data in form of semi-structured interviews has uncovered that the cause of the cultural differences is not always apparent and ignored particularly in business. However, cultural differences are not the only cause for cross-border M&A failure as there are other important factors to take into account.

Download or read book The Impact of Cultural Differences on the Daimler Chrysler Merger written by Svenja Stellmann and published by GRIN Verlag. This book was released on 2010-12-07 with total page 23 pages. Available in PDF, EPUB and Kindle. Book excerpt: 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.

Download or read book Cross Cultural Management The case of the DaimlerChrysler Merger written by Ralph Johann and published by GRIN Verlag. This book was released on 2008-09-08 with total page 29 pages. Available in PDF, EPUB and Kindle. Book excerpt: 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 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.

Download or read book Effects of Culture and Behaviour on Negotiation and Implementation Success The Example of the DaimlerChrysler Merger written by and published by GRIN Verlag. This book was released on 2020-10-21 with total page 24 pages. Available in PDF, EPUB and Kindle. Book excerpt: Essay from the year 2020 in the subject Business economics - Business Management, Corporate Governance, grade: 75%, The University of York, course: Cross-Cultural Managemnet & Negotiation, language: English, abstract: The automotive industry has been facing increasing problems over the last years and COVID-19 accelerated the situation. Changes in the industry are challenging the automotive manufacturers to defend their position and adapt to constantly changing conditions. Some manufacturers, such as PSA and FiatChrysler already announced mergers to be jointly successful in the future (European Commission, 2020). Since Chrysler was part of several M&A activities, it is interesting to take a look at past Chrysler mergers and consider which factors regarding cross-cultural management influenced the merger outcome. The example of the DaimlerChrysler merger will be used for this purpose in order to analyse the merger towards cultural differences and behaviour of both parties under consideration of cross-cultural management theory which had an influence on the failure of the merger by means of Hofstede’s cultural dimensions.

Download or read book Cultural Clash and Cultural Due Diligence at DaimlerChrysler written by Dirk Hollank and published by GRIN Verlag. This book was released on 2009-08 with total page 61 pages. Available in PDF, EPUB and Kindle. Book excerpt: Seminar paper from the year 2008 in the subject Business economics - Business Management, Corporate Governance, grade: 1,0, Hamburg University of Applied Sciences (Wirtschaft / AIM), course: AIM Aussenwirtschaft und Internationales Management Seminar 7. Semester HAW Hamburg, 49 entries in the bibliography, language: English, abstract: The following paper deals with the topic "Cultural Due Diligence and Cultural Clash" using the example of Daimler and Chrysler's merger in 1998. The paper is therefore dealing with the corporate culture in a company and the importance of its consideration. It will define corporate culture and illustrate different views of measuring it and looking at it. Further a closer look on Daimler's and Chrysler's corporate culture will be given and the challenge of merging these two cultures will be clarified. This paper is going to accentuate the need for a Cultural Due Diligence and familiarize the whole process of it. It will therefore prove that the analyses of a company's cooperate culture with the Cultural Due Diligence is majorly important in order to successfully merge two companies. In detail the term paper therefore indicate tools that are being used to get to know the culture of a company and introduce theoretical as well as practical approaches. Whenever it is possible a connection to DaimlerChrysler and their Cultural Due Diligence is given. An analyze why DaimlerChrysler's merger failed to realize the synergies will be given in the last chapter and are being underlined with statements of personalities that have been involved in the merger process or that were engaged in the fusion.

Download or read book Cultural Differences and Communication Issues in International Mergers and Acquisitions The BenQ Debacle written by Vera Riesenweber and published by GRIN Verlag. This book was released on 2015-04-01 with total page 18 pages. Available in PDF, EPUB and Kindle. Book excerpt: Seminar paper from the year 2014 in the subject Communications - Intercultural Communication, grade: 1,0, Warsaw School of Economics, course: Global Management Practice, language: English, abstract: The number of global corporations has grown in the last few decades. The advent of technology and fliberalization of political and regulatory barriers enables companies to operate their business internationally. There are less moving barriers between different countries, more common worldwide laws, less barriers in monetary transaction and fewer geographic distances. However, very often companies fail in acquisition, foreign direct investments and cross-border partnerships because their global strategies are not proper enough, or the execution is more complex as expected. This paper deals with BenQ`s failure of acquiring of Siemens mobile devices. During the acquisition, parties face different challenges like market, technology and how to allocate budget, but in this case the biggest challenge was cultural interchange. This report analyzes cultural differences of both countries in which these companies are located based on Hofstede`s cultural dimensions. This particular acquisition is an appropriate example of why some intercultural mergers don’t work because of big differences in national, organizational and professional culture.

Download or read book Understanding National Culture and Ethics in Organizations written by Iulian Warter and published by Emerald Group Publishing. This book was released on 2020-09-30 with total page 149 pages. Available in PDF, EPUB and Kindle. Book excerpt: Understanding National Culture and Ethics in Organisations: A Study of Eastern and Central Europe reveals some leading questions in business research, linking ethics and national culture, with a particular emphasis on Eastern European countries.

Download or read book To what extent do national cultural differences in communication management styles and employer employee relations explain problems during cross border mergers written by Julian Jantke and published by . This book was released on 2010 with total page pages. Available in PDF, EPUB and Kindle. Book excerpt:

Download or read book International Human Resource Management written by Anne-Wil Harzing and published by SAGE. This book was released on 2014-11-25 with total page 569 pages. Available in PDF, EPUB and Kindle. Book excerpt: "I enthusiastically endorse the fourth edition of IHRM. The editors are to be congratulated for recruiting the top-rated authors in this field to contribute to this volume. The chapters are up to date, insightful, and sometimes even provocative. Students, including post-grads and advanced undergraduates, as well as savvy practitioners, will benefit from reading this volume." Neal M. Ashkanasy, Professor of Management, The University of Queensland Anne-Wil Harzing and Ashly Pinnington’s bestselling textbook has guided thousands of students through their International Human Resource Management studies. The fourth edition retains the critical edge, academic rigour and breadth of coverage which have established this book as the most authoritative text on the market. The new edition by our international team of experts provides an even more stimulating journey through the core curriculum, contemporary debates and emerging issues in IHRM. New for the fourth edition: Reduced number of chapters to allow for greater depth and an improved structure ensuring fundamental topics underpin your knowledge Expanded coverage of Equality and Diversity, Corporate Social Responsibility and Sustainability and Cross-Cultural Management in line with developments in the field New Stop and Reflect feature provides an opportunity to test your understanding at regular intervals This text comes with access to a companion website containing web links, SAGE journal articles and more.

Download or read book The DaimlerChrysler Merger One Company Two Cultures written by Tobias Wolf and published by GRIN Verlag. This book was released on 2007-11 with total page 41 pages. Available in PDF, EPUB and Kindle. Book excerpt: 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. ...]

Download or read book Managing Human Resources in Cross border Alliances written by Randall S. Schuler and published by Psychology Press. This book was released on 2004 with total page 271 pages. Available in PDF, EPUB and Kindle. Book excerpt: Considers the growing importance of cross-border alliances, in particular international joint ventures, mergers and acquisitions. Featuring case-studies and other added value features, this is an essential text for students of HRM.

Download or read book Cross Cultural Management written by Ralph Johann and published by GRIN Verlag. This book was released on 2008-09 with total page 62 pages. Available in PDF, EPUB and Kindle. Book excerpt: 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 fo

Download or read book QFINANCE The Ultimate Resource 4th edition written by Bloomsbury Publishing and published by A&C Black. This book was released on 2013-09-26 with total page 6928 pages. Available in PDF, EPUB and Kindle. Book excerpt: QFINANCE: The Ultimate Resource (4th edition) offers both practical and thought-provoking articles for the finance practitioner, written by leading experts from the markets and academia. The coverage is expansive and in-depth, with key themes which include balance sheets and cash flow, regulation, investment, governance, reputation management, and Islamic finance encompassed in over 250 best practice and thought leadership articles. This edition will also comprise key perspectives on environmental, social, and governance (ESG) factors -- essential for understanding the long-term sustainability of a company, whether you are an investor or a corporate strategist. Also included: Checklists: more than 250 practical guides and solutions to daily financial challenges; Finance Information Sources: 200+ pages spanning 65 finance areas; International Financial Information: up-to-date country and industry data; Management Library: over 130 summaries of the most popular finance titles; Finance Thinkers: 50 biographies covering their work and life; Quotations and Dictionary.

Download or read book Culture s Consequences written by Geert Hofstede and published by SAGE. This book was released on 1984 with total page 332 pages. Available in PDF, EPUB and Kindle. Book excerpt: In his bestselling book Culture's Consequences, Geert Hofstede proposed four dimensions on which the differences among national cultures can be understood: Individualism, Power Distance, Uncertainty Avoidance and Masculinity. This volume comprises the first in-depth discussion of the masculinity dimension and how it can help us to understand differences among cultures. The book begins with a general explanation of the masculinity dimension, and discusses how it illuminates broad features of different cultures. The following parts apply the dimension more specifically to gender (and gender identity), sexuality (and sexual behaviour) and religion, probably the most influential variable of all. Hofstede closes the book

Download or read book Strategic Human Resource Management and Employment Relations written by Ashish Malik and published by Springer. This book was released on 2018-05-29 with total page 271 pages. Available in PDF, EPUB and Kindle. Book excerpt: This book analyses a collection of key strategic human resource management (HRM) and employment relations (ER) topics. The book follows a unique pedagogical design employing problem-based learning and participant-centred learning approaches, both of which the author has extensive experience in implementing with post-graduate learners. The book also prepares the learner to use these approaches, and has resources for the instructor. The first part of the book provides a very focussed research commentary highlighting the key theoretical approaches in HRM and ER. The second part offers details of the design and implementation of strategic HRM and ER practices. The third part features a selection of contemporary research-based case studies that bring to life the debates and tensions inherent in the field of strategic HRM and ER.

Download or read book Cultural Differences in Managing Cross Cultural Interaction between German and Chinese Employees written by Laura Schiffner and published by GRIN Verlag. This book was released on 2013-01-21 with total page 25 pages. Available in PDF, EPUB and Kindle. Book excerpt: Studienarbeit aus dem Jahr 2012 im Fachbereich BWL - Unternehmensführung, Management, Organisation, Note: 2,0, Technische Universität Carolo-Wilhelmina zu Braunschweig, Veranstaltung: Topics in Intercultural Communication, Sprache: Deutsch, Abstract: The Chinese market is one of the most successful developing regions of the world. Today, it offers enormous possibilities for (German) companies to invest in this market i. a. though the delegation employees to China as well as the integration of Chinese employees in Germany. Due to the skill shortages it will become more necessary than ever to recruit high potentials, to transfer and to share knowledge about a certain business unit.Integrity and commitment are the most essential factors for a successful cooperation and teamwork within the company as well as for company`s success. Therefore it will be necessary to have a cooperative atmosphere with a mutual cultural understanding. Every employee “must use cross-cultural skills” (Adler 2002: 136). As Adler mentioned, organizations consist of work groups which form the organization structure. The quality of these teams depends on cultural heterogeneities and its productivity and performance “depends on how well the team works together and uses its resources to accomplish the task” (Adler 2002: 139). This goal can only be reached by understanding foreign cultures and using diversity. Diversity implies differences in “preferences, habits, languages and cultures” (Guirdham 2005: 305). Multinational working groups und cultural diversity can be the key for a much higher effectiveness and success than homogenous teams. To develop an understanding for this purpose, Hofstede`s dimensions will be considered and analyzed, esp. against the background of Doing Business. Although, Hofstede`s concept of culture will be the basis for this work but moreover, the works of Adler, Guirdham, Beamer/Varner and Hall/Hall will play an additional role in this paper. This work will focus on multinational companies only, since the importance of intercultural business and cultural diversity is very high in contrast to domestic, multidomestic or multinational companies (cf. Adler 2002: 134). The following work shows the different cultural concepts in China and Germany and its relevance for a successful business, good collaboration and teamwork. Hofstede`s dimensions will be explained and applied in different contexts, by way of using different examples of employee participation, work-related behavioral patterns and conflict solving in organizations of different cultures. The examples refer to settings in organizations in Germany and China.

Download or read book Leading Change Management Projects in International Cross cultural Settings written by Charles Repoux and published by . This book was released on 2014 with total page 73 pages. Available in PDF, EPUB and Kindle. Book excerpt: In an increasingly complex world for Multinational Companies, it is difficult for managers to keep a firm grasp over the global projects they are tasked to implement. Many of them lead teams operating across country borders, creating a need to increasingly take diverse national cultures into account in their operations. This extra dimension of International culture adds a layer of complexity that has been well studied in the past, though never in the context of Change Projects. This paper aims to look at how national cultural considerations should factor in when implementing discreet change projects in an organization. The paper first lays out the historic work that has been carried out in cross-cultural organization research, to create a foundation for the definitions related to national culture. Then, using Kotter's widely used framework for "Leading Change", it examines how assumptions were initially built into the theory, and how cultural considerations can help to rectify implementation of this framework. Finally, the paper takes a look at how two comparable alliances - between Nissan and Renault and between Mitsubishi Motors Company and Daimler Chrysler - used distinct approaches to cultural understanding in the context of the Kotter framework. This paper reveals that in the case of the Renault-Nissan alliance, executives were sensitive to the Japanese culture and were successful at leveraging certain of its aspects to turn the company around. In the contrasting case, executives imposed Daimler Chrysler's management principles to lead the turnaround. They disregarded many aspects such as the need for teamwork and reverence of hierarchy in the Japanese culture, and failed to generate buy-in from their counterparts. Thanks to this analysis this paper concludes that National culture is a key element to take into account when implementing Change Projects across borders. In addition, this case comparison does show that it is not only possible to manage National cultural differences, but it is far more exciting and rewarding to leverage them. Although this is not a radical