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Case
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Reference no. BAB041P
Portuguese language
Published by: Babson College
Originally published in: 2000
Version: 18 May 2004

Abstract

This is a Portuguese version. This is the first of a two-case series. This case may be used as a stand alone or as a follow on to 'Chrysler: Rebirth of an Automaker'. This case is best suited for studies in; (1) strategic management; (2) corporate entrepreneurship; (3) global management; (4) leadership; and (5) change management or organisational behaviour. The case centres on the historic merger of Daimler-Benz AG and Chrysler Corporation and the subsequent quest for integration. There are several subtexts to this central issue: the comparison and contrasting of the operating cultures and business processes of the two companies; their histories; their position within the auto-manufacturing industry; and their corporate values and image. These provide a context for students to explore as they attempt to envision and develop a strategy for integration. The case introduces the dynamics of integrating the leadership of two companies. The roles of the senior managers in the merger, its execution and the subsequent integration attempts can be explored in 'what if' scenarios. The (B) case, chronicles the immediately subsequent events to the primary case.

About

Abstract

This is a Portuguese version. This is the first of a two-case series. This case may be used as a stand alone or as a follow on to 'Chrysler: Rebirth of an Automaker'. This case is best suited for studies in; (1) strategic management; (2) corporate entrepreneurship; (3) global management; (4) leadership; and (5) change management or organisational behaviour. The case centres on the historic merger of Daimler-Benz AG and Chrysler Corporation and the subsequent quest for integration. There are several subtexts to this central issue: the comparison and contrasting of the operating cultures and business processes of the two companies; their histories; their position within the auto-manufacturing industry; and their corporate values and image. These provide a context for students to explore as they attempt to envision and develop a strategy for integration. The case introduces the dynamics of integrating the leadership of two companies. The roles of the senior managers in the merger, its execution and the subsequent integration attempts can be explored in 'what if' scenarios. The (B) case, chronicles the immediately subsequent events to the primary case.

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