Welcome to the InfoSci Platform
Reference Hub1
Unpredictable Reconfigurations: The Dilemma of the Post-Merger Information Systems Integration1

Unpredictable Reconfigurations: The Dilemma of the Post-Merger Information Systems Integration1

Dragos Vieru, Marie-Claude Trudel
Copyright: © 2013 |Volume: 3 |Issue: 1 |Pages: 14
ISSN: 2155-6334|EISSN: 2155-6342|EISBN13: 9781466631212|DOI: 10.4018/ijsodit.2013010104
Cite Article Cite Article

MLA

Vieru, Dragos, and Marie-Claude Trudel. "Unpredictable Reconfigurations: The Dilemma of the Post-Merger Information Systems Integration1." IJSODIT vol.3, no.1 2013: pp.47-60. http://doi.org/10.4018/ijsodit.2013010104

APA

Vieru, D. & Trudel, M. (2013). Unpredictable Reconfigurations: The Dilemma of the Post-Merger Information Systems Integration1. International Journal of Social and Organizational Dynamics in IT (IJSODIT), 3(1), 47-60. http://doi.org/10.4018/ijsodit.2013010104

Chicago

Vieru, Dragos, and Marie-Claude Trudel. "Unpredictable Reconfigurations: The Dilemma of the Post-Merger Information Systems Integration1," International Journal of Social and Organizational Dynamics in IT (IJSODIT) 3, no.1: 47-60. http://doi.org/10.4018/ijsodit.2013010104

Export Reference

Mendeley
Favorite Full-Issue Download

Abstract

A merger is the result of a strategic decision aimed at creating synergy. Notwithstanding mergers’ expected benefits, their outcomes are often beset by problems such as employees’ high levels of stress, dissatisfaction and resistance. Research suggests that these problems are often related to the issue of boundary management during the post-merger integration phase (PMI), which refers to the degree of integration required among the merging parties and the degree of autonomy, that each must retain for the merger to achieve synergy. The literature identifies information systems (IS) as being a key enabler of successful mergers and suggests that during PMI, new ISs that span the boundaries of the previously independent firms need to be implemented to facilitate a specific level of integration. Yet, there is a paucity of studies on the issue of boundary management at the information technology (IT) level during PMI. Adopting a sociomaterial perspective and based on a qualitative study within a healthcare organization, the authors find that post-merger practices were the result of dialectic processes of resistance to, and negotiation of, the IS reconfiguration after its implementation.

Request Access

You do not own this content. Please login to recommend this title to your institution's librarian or purchase it from the IGI Global bookstore.