In what ways were the national and organizational cultures of Daimler and Chrysler incompatible?

Read pages 4-8 of this article (see attachment)

Merger Excitement:

$37 billion merger in 1998
Chrysler CEO feared The Perfect Storm
Daimler-Benz CEO wanted to increase Mercedes market share in U.S. and gain cost efficiencies
Combined NewCo (442K employees and $100 Billion market capitalization)

Merger Failure:

By 2001, market capitalization at $44 billion, roughly equal to the value of Daimler-Benz before the merger.
Its stock banished from the S&P 500
Chrysler Group’s share value has declined by one-third relative to pre-merger values

Then, answer these questions:

Discussion Questions:

1. In what ways were the national and organizational cultures of Daimler and Chrysler incompatible?
2. Why do you think their cultures appeared to mesh rather than clash?
3. Do you think culture is important to the success of a merger/acquisition? Why or why not?