A Framework for Understanding Post-Merger Information Systems Integration

Maria Alaranta, Karlheinz Kautz

Publikation: Bidrag til tidsskriftTidsskriftartikelForskningpeer review

Resumé

This paper develops a theoretical framework for the integration of information systems (IS) after a merger or an acquisition. The framework integrates three perspectives: a structuralist, an individualist, and an interactive process perspective to analyze and understand such integrations. The framework is applied to a longitudinal case study of a manufacturing company that grew through an acquisition. The management decided to integrate the production control IS via tailoring a new system that blends together features of existing IS. The application of the framework in the case study confirms several known impediments to IS integrations. It also identifies a number of new inhibitors, as well as known and new facilitators that can bring post-merger IS integration to a success. Our findings provide relevant insights to researching and managing post-merger IS integrations. They emphasize that researchers and managers of post-merger IS integration should pay particular attention to the IS and organizational merger contexts; the need to build relationships and collaboration between the merging parties; power struggles; and, perhaps most importantly, understanding and treating post-merger IS integration as a complex, messy, and evolutionary process.
OriginalsprogEngelsk
TidsskriftJ I T T A
Vol/bind13
Udgave nummer1
Sider (fra-til)5-30
ISSN1532-4516
StatusUdgivet - 2012

Emneord

  • Mergers & acquisitions (M&A)
  • Post-merger information systems (IS) integration,
  • Post-acquisition integration
  • Case study

Citer dette

Alaranta, Maria ; Kautz, Karlheinz. / A Framework for Understanding Post-Merger Information Systems Integration. I: J I T T A. 2012 ; Bind 13, Nr. 1. s. 5-30.
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Alaranta, M & Kautz, K 2012, 'A Framework for Understanding Post-Merger Information Systems Integration', J I T T A, bind 13, nr. 1, s. 5-30.

A Framework for Understanding Post-Merger Information Systems Integration. / Alaranta, Maria; Kautz, Karlheinz.

I: J I T T A, Bind 13, Nr. 1, 2012, s. 5-30.

Publikation: Bidrag til tidsskriftTidsskriftartikelForskningpeer review

TY - JOUR

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AU - Kautz, Karlheinz

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N2 - This paper develops a theoretical framework for the integration of information systems (IS) after a merger or an acquisition. The framework integrates three perspectives: a structuralist, an individualist, and an interactive process perspective to analyze and understand such integrations. The framework is applied to a longitudinal case study of a manufacturing company that grew through an acquisition. The management decided to integrate the production control IS via tailoring a new system that blends together features of existing IS. The application of the framework in the case study confirms several known impediments to IS integrations. It also identifies a number of new inhibitors, as well as known and new facilitators that can bring post-merger IS integration to a success. Our findings provide relevant insights to researching and managing post-merger IS integrations. They emphasize that researchers and managers of post-merger IS integration should pay particular attention to the IS and organizational merger contexts; the need to build relationships and collaboration between the merging parties; power struggles; and, perhaps most importantly, understanding and treating post-merger IS integration as a complex, messy, and evolutionary process.

AB - This paper develops a theoretical framework for the integration of information systems (IS) after a merger or an acquisition. The framework integrates three perspectives: a structuralist, an individualist, and an interactive process perspective to analyze and understand such integrations. The framework is applied to a longitudinal case study of a manufacturing company that grew through an acquisition. The management decided to integrate the production control IS via tailoring a new system that blends together features of existing IS. The application of the framework in the case study confirms several known impediments to IS integrations. It also identifies a number of new inhibitors, as well as known and new facilitators that can bring post-merger IS integration to a success. Our findings provide relevant insights to researching and managing post-merger IS integrations. They emphasize that researchers and managers of post-merger IS integration should pay particular attention to the IS and organizational merger contexts; the need to build relationships and collaboration between the merging parties; power struggles; and, perhaps most importantly, understanding and treating post-merger IS integration as a complex, messy, and evolutionary process.

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