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Case Study

DaimlerChrysler merger: The involvement of the boards

By Franz-Friedrich Neubauer, Ulrich Steger and George Rädler

22 pages

December 1999

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Reference: IMD-3-0771

This case can be used to analyze the level of involvement of the boards during the merger negotiations between Daimler-Benz AG and Chrysler Corporation. This transatlantic “merger of equals” provides an excellent opportunity for evaluating the corporate governance approaches across the Atlantic. It also gives participants a real life example for discussing the converging roles of boards. The case starts with a brief history of both Daimler-Benz AG and the Chrysler Corporation, then goes on to explain the intricacies of corporate governance in this merger. The German model of corporate governance (two-tier boards, co-determination) is compared to the American system (inside and outside directors). At the end, participants are confronted with a list of issues facing the combined board. The case provides the basis for a discussion on how to overcome some different approaches in corporate governance and how to manage mega-mergers (e.g. organization of the post-merger-integration phase, remuneration, closeness to shareholders).

Keywords

Corporate Governance, Board of Management, Board System, Automotive

Settings

Europe, United States of America
1995-1999

Type

Published Sources

Available Languages

English

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