Subject category:
Human Resource Management / Organisational Behaviour
Published by:
Babson College
Version: 18 May 2004
Length: 26 pages
Data source: Field research
Abstract
This is the first of a two-case series (BAB041 and BAB042). This case may be used as a stand alone or as a follow on to 'Chrysler: Rebirth of an Automaker' (802-049-1). 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.
Subject category:
Human Resource Management / Organisational Behaviour
Published by:
Babson College
Version: 18 May 2004
Length: 3 pages
Data source: Field research
Portuguese language
Subject category:
Human Resource Management / Organisational Behaviour
Published by:
Babson College
Version: 18 May 2004
Length: 26 pages
Data source: Field research
Subject category:
Entrepreneurship
Published by:
Babson College
Version: 18 May 2004
Length: 3 pages
Data source: Field research
About
Abstract
This is the first of a two-case series (BAB041 and BAB042). This case may be used as a stand alone or as a follow on to 'Chrysler: Rebirth of an Automaker' (802-049-1). 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.
Related
Subject category:
Human Resource Management / Organisational Behaviour
Published by:
Babson College
Version: 18 May 2004
Length: 3 pages
Data source: Field research
Subject category:
Human Resource Management / Organisational Behaviour
Published by:
Babson College
Version: 18 May 2004
Length: 26 pages
Data source: Field research
Subject category:
Entrepreneurship
Published by:
Babson College
Version: 18 May 2004
Length: 3 pages
Data source: Field research