Organizations aim to get collaborative advantages by establishing relationships with other, often foreign organizations to stay competitive in an increasingly globalised environment. Badrtalei and Bates (2007) state that partnerships, of any form, be they mergers, acquisitions or joint ventures are a viable strategic option to achieve the objectives of growth, diversification, economics of scale, synergy of a global presence.
Many of these collaborations surprisingly fail to achieve the intended benefits. In this essay, the merger and acquistion of the German Daimler-Benz AG and the American Chrysler Corporation will be discussed.
Table of Content
1 Introduction
2 Background of Daimler
3 Central Issue - DaimlerChrysler M&A
4 Theoretical Frameworks - Geert Hofstede
4.1 Geert Hofstede's 5 dimensions
4.2 Cultural issues of DaimlerChrysler under the Hofstede's framework
5 Theoretical Frameworks - Schein
5.1 Edgar Schein's Levels of Culture
5.2 Cultural issues of DaimlerChrysler under the Schein's framework
6 Conclusion
7. References
- Citation du texte
- Fu On Lui (Auteur), 2012, Organizational Culture as the success factor in company mergers. An analysis of the Daimler Chrisler merger in 1998, Munich, GRIN Verlag, https://www.grin.com/document/342809
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