OBESITY

Principles of Human Resource Management

Group Report

Renault-Nissan Marger: Cultural Issues

Pierre-Henri Eychenne

Tara Lazarevic

Zack Assulin

Presiyan Tsvetanov

21/03/2013

Renault-Nissan Merger: Cultural Issues

Introduction

This report aims to pin-point the cultural issues that Renault and Nissan, two of the biggest retailers in the automotive industry, were facing while conducting their merger.

Renault-Nissan, Daimler-Chrysler, Ford-Volvo, Daewoo-General Engines, the feeling of merging and acquiring within the car company is shooting. Simply heretofore, it was the believe management of Rover by BMW, and the obtaining of Chair, Rolls royce and Skoda by Nova. A incredible record Seattle, April 27, 1999 -Louis Schweitzer, Chair and Primary Professional Formal of Renault, and Yoshikazu Hanawa, Chief executive and Primary Professional Formal of Car Engine Co., together revealed these days a globally company declaration that might make it all greatest car maker on the globe, while getting gainful growth for both accomplices.

One year soon after this partnership it was Jorgen Schrempf, manager official of Daimler-Benz, who started the tale by betting with John Eaton, CEO of Chrysler, and the most awesome contemporary automatic mixture ever. Copying that, it is the United States Honda that obtained Volvo, while the Remedial carmaker was organizing not many years before collaboration with Renault. Meanwhile the In German Nova took the management of Rolls Royce, Skoda and Chair

In any case, regardless of the wide evaluate of M&A right around the carmakers, Renault, by mixing with a Japanese people company, could be identified as a harbinger. The awesome of merging is a truly later one in Asia. These days, the conditions "obtaining" and "merger" still have unwanted undertones in Japanese People Company and legal loops. Undoubtedly, regardless of the fact that there is probably that Japan has undertaken as of late to enhance access to its business sector by evacuating all the "noticeable" exchange restraints, its contenders still protest about "unobservable" hindrances to the Japanese business dependent upon demeanor, societies, values, and custom.

There are some significant differences in the working processes of the two companies as Renault is French, with long history and traditions and European methods of operating. On the other hand, Japanese business environment is completely not alike, with people there tending to be more hard-working and investing their whole time and resources into their work. Factors like language, managers to workers relationships and perception of females' roles in such business are also essential. Our main goal is to research how it was possible for them to become such a successful joint enterprise, while others, like Chrysler-Daimler, failed. Our objective will be to define on a theoretical basis the models that apply to the situation we chose to study and then explain how the two companies overcame the cultural barriers.

Venture and the cultural integration

Examining the union between two firms is the most ideal route to keep tabs on social contrasts and issues. The Renault-Nissan merger was authoritatively declared in March 1999. Besides this partnership between French and a Japanese association is a first. Renault is currently recognized as a harbinger in the co-operation with the Japanese for a ...