The Daimler-Chrysler merger was an example of human resource management failing to break down barriers between two opposing cultures. Internally, the merger disintegrated. Its most dreadful adversary is itself. It was not up against the automobile industry’s heavyweights. It was in direct competition with itself. The failure of this initiative was partly due to cultural distinction between the two institutions. Processes and strategic planning were not properly incorporated as ‘equals’ due to the Germans and Americans operating in totally different ways: while Daimler-culture Benz’s emphasized a much more formal and systematic leadership style, Chrysler favored a more relaxed, carefree style, which accounted for a large portion of its pre-merger economic security (Weber and Camerer, 2003).