Sometimes breathlessly narrated but always interesting, this is a solid work of popular business reporting.
A carefully documented yet spirited account of a corporate marriage seemingly made in hell.
Nothing in the corporate cultures of Germany's Daimler-Benz and America's Chrysler suggested that the two would make a good match, according to Detroit News journalists Vlasic and Bradley: "Daimler and Chrysler didn't develop, manufacture, market, or sell cars the same way. Daimler executives had larger staffs and fatter expense accounts. Chrysler officers had broader responsibilities and bigger salaries and bonuses." Vlasic and Stertz also note that Daimler was worth much more than Chrysler, by nearly every measure, and that Daimler's staff spoke fluent English and was perfectly at home in the global market, whereas the Detroit-based firm was resolutely insular and proud of its blue-collar, made-in-America ethos. Even so, in the mid-1990s, when billionaire investor Kirk Kerkorian began to maneuver against self-promoting Chrysler chairman Lee Iacocca for control of the company—initiating, for instance, steps to buy up stock and return Chrysler to its former privately held status—he found curious allies in the German and Swiss executives who controlled Daimler-Benz (and who sought to broaden their American—and then the Asian—market). In 1998, after long, cloak-and-dagger negotiations that the authors recount in vivid detail, the parties engineered what has been called "the biggest industrial merger of all time," involving a swap of stock valued at $38 billion and a restructuring of the corporate giants on both sides of the Atlantic. The merger had unforeseen consequences large and small; the authors note, for instance, that Kerkorian, who had ordered a new Boeing jet for his own use, had to switch to an Airbus, for with the union of Chrysler and Daimler he had become the largest single private investor in the Airbus consortium. More to the point, after the Germans "took control over an American icon," they found themselves heading an unwieldy entity that may in the end do damage both to the Mercedes and the Chrysler brands (and one that, in any event, "did not make any money for shareholders on either side of the Atlantic Ocean").
Sometimes breathlessly narrated but always interesting, this is a solid work of popular business reporting.Pub Date: July 1, 2000
ISBN: 0-688-17305-5
Page Count: 368
Publisher: Morrow/HarperCollins
Review Posted Online: May 19, 2010
Kirkus Reviews Issue: June 1, 2000
BOOK REVIEW
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our...
A psychologist and Nobel Prize winner summarizes and synthesizes the recent decades of research on intuition and systematic thinking.
The author of several scholarly texts, Kahneman (Emeritus Psychology and Public Affairs/Princeton Univ.) now offers general readers not just the findings of psychological research but also a better understanding of how research questions arise and how scholars systematically frame and answer them. He begins with the distinction between System 1 and System 2 mental operations, the former referring to quick, automatic thought, the latter to more effortful, overt thinking. We rely heavily, writes, on System 1, resorting to the higher-energy System 2 only when we need or want to. Kahneman continually refers to System 2 as “lazy”: We don’t want to think rigorously about something. The author then explores the nuances of our two-system minds, showing how they perform in various situations. Psychological experiments have repeatedly revealed that our intuitions are generally wrong, that our assessments are based on biases and that our System 1 hates doubt and despises ambiguity. Kahneman largely avoids jargon; when he does use some (“heuristics,” for example), he argues that such terms really ought to join our everyday vocabulary. He reviews many fundamental concepts in psychology and statistics (regression to the mean, the narrative fallacy, the optimistic bias), showing how they relate to his overall concerns about how we think and why we make the decisions that we do. Some of the later chapters (dealing with risk-taking and statistics and probabilities) are denser than others (some readers may resent such demands on System 2!), but the passages that deal with the economic and political implications of the research are gripping.
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our minds.Pub Date: Nov. 1, 2011
ISBN: 978-0-374-27563-1
Page Count: 512
Publisher: Farrar, Straus and Giroux
Review Posted Online: Sept. 3, 2011
Kirkus Reviews Issue: Sept. 15, 2011
BOOK REVIEW
IN THE NEWS
IN THE NEWS
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.
A helpful guide to working effectively with people from other cultures.
“The sad truth is that the vast majority of managers who conduct business internationally have little understanding about how culture is impacting their work,” writes Meyer, a professor at INSEAD, an international business school. Yet they face a wider array of work styles than ever before in dealing with clients, suppliers and colleagues from around the world. When is it best to speak or stay quiet? What is the role of the leader in the room? When working with foreign business people, failing to take cultural differences into account can lead to frustration, misunderstanding or worse. Based on research and her experiences teaching cross-cultural behaviors to executive students, the author examines a handful of key areas. Among others, they include communicating (Anglo-Saxons are explicit; Asians communicate implicitly, requiring listeners to read between the lines), developing a sense of trust (Brazilians do it over long lunches), and decision-making (Germans rely on consensus, Americans on one decider). In each area, the author provides a “culture map scale” that positions behaviors in more than 20 countries along a continuum, allowing readers to anticipate the preferences of individuals from a particular country: Do they like direct or indirect negative feedback? Are they rigid or flexible regarding deadlines? Do they favor verbal or written commitments? And so on. Meyer discusses managers who have faced perplexing situations, such as knowledgeable team members who fail to speak up in meetings or Indians who offer a puzzling half-shake, half-nod of the head. Cultural differences—not personality quirks—are the motivating factors behind many behavioral styles. Depending on our cultures, we understand the world in a particular way, find certain arguments persuasive or lacking merit, and consider some ways of making decisions or measuring time natural and others quite strange.
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.Pub Date: May 27, 2014
ISBN: 978-1-61039-250-1
Page Count: 288
Publisher: PublicAffairs
Review Posted Online: April 15, 2014
Kirkus Reviews Issue: May 1, 2014
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