What was the strategic position of Daimler Chrysler in the European car manufacturing industry from 1980 until the beginning of the new century?

Inhaltsverzeichnis (Table of Contents)

• ACKNOWLEDGEMENTS
• STRUCTURE
• LIST OF ILLUSTRATIONS (WITHOUT APPENDIX)
• ABSTRACT
• CHAPTER 1
• 1. INTRODUCTION
• 1.1. OBJECTIVES OF THE DISSERTATION
• 1.2. CHOOSING THE ANALYTICAL TOOLS
• 1.3. AREAS OF RESEARCH AND DATA COLLECTION
• 1.4. DEVELOPMENT OF THE EUROPEAN CAR MANUFACTURING INDUSTRY
• 1.5. READER'S MAP
• CHAPTER 2
• 2. EVALUATING THE STRATEGIC POSITION
• 2.1. ENVIRONMENTAL ANALYSIS
• 2.1.1. Macro Environment
• 2.1.1.1. Situation in the 80's
• 2.1.1.2. Situation in the 90's
• 2.1.2. Industries and sectors
• 2.1.2.1. Situation in the 80's
• 2.1.2.2. Situation in the 90's
• 2.1.3. Strategic groups (Porter, 1980)
• 2.1.3.1. Situation in the 80's
• 2.1.3.2. Situation in the 90's
• 2.1.4. The organisational field
• 2.1.4.1. Situation in the 80's
• 2.1.4.2. Situation in the 90's
• 2.1.5. Market Segments
• 2.1.5.1. Situation in the 80's
• 2.1.5.2. Situation in the 90's
• 2.1.6. Opportunities and threats as part of the SWOT analysis (Andrews, 1980)
• 2.1.6.1. (SW)OT-analysis for the 80's
• 2.1.6.2. (SW)OT analysis for the mid 90's
• 2.2. STRENGTHS AND WEAKNESSES AS PART OF THE SWOT ANALYSIS (ANDREWS, 1980)
• 2.2.1. SW(OT) analysis for the 80's
• 2.2.2. SW(OT) analysis for the 90's
• CHAPTER 3
• 3. MANAGING STRATEGIC CHANGE
• 3.1. ANALYSING STRATEGIC CHANGE
• 3.1.1. Types of strategic change
• 3.1.2. Strategic context
• 3.1.3. Organisational culture
• 3.1.4. Forcefield
• 3.2. MANAGEMENT STYLES AND ROLES
• 3.2.1. Management styles
• 3.2.2. Management roles
• 3.3. LEVERS FOR STRATEGIC CHANGE
• 3.3.1. Structure and Control Systems
• 3.3.2. Organisational routines
• 3.3.3. Symbolic processes
• 3.3.4. Political processes
• 3.3.5. Communication change
• CHAPTER 4
• 4. DISCUSSION AND CONCLUSION
• 4.1. IMPLICATIONS OF THE DAIMLER CHRYSLER CASE STUDY
• 4.2. PERSONAL OPINION ABOUT THE RESULTS OF THE CASE STUDY ANALYSIS
• 4.3. EXPLANATORY REMARK ABOUT THE CASE AND CHOSEN ANALYTICAL TOOLS
• 4.3. FUTURE OUTLOOK
• 4.3.1. The car manufacturing industry
• 4.3.2. Daimler Chrysler
• APPENDIX

Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)

This dissertation aims to analyze the strategic position of Daimler Chrysler within the European car manufacturing industry from 1980 until the turn of the century. It further seeks to evaluate the success of the company's approach to managing strategic change during this period.

• Strategic position of Daimler Chrysler in the European car industry
• Environmental analysis of the car manufacturing industry
• Strengths and weaknesses of Daimler Chrysler
• Managing strategic change within Daimler Chrysler
• Implications and future outlook for Daimler Chrysler

Zusammenfassung der Kapitel (Chapter Summaries)

Chapter 1 introduces the dissertation's objectives, analytical tools, and research areas. It also provides a brief overview of the development of the European car manufacturing industry.

Chapter 2 examines the strategic position of Daimler Chrysler through an environmental analysis. This includes analyzing the macro environment, industry and sector trends, strategic groups, the organizational field, and market segments. The chapter also assesses opportunities and threats using SWOT analysis.

Chapter 3 delves into the management of strategic change at Daimler Chrysler. It analyzes the types of strategic change, the strategic context, organizational culture, and forcefield analysis. The chapter also examines management styles, roles, and various levers for managing change, such as structural changes, organizational routines, symbolic processes, political processes, and communication change.

Schlüsselwörter (Keywords)

This dissertation focuses on strategic management, the European car manufacturing industry, Daimler Chrysler, strategic change, environmental analysis, SWOT analysis, organizational culture, management styles, and levers for strategic change.