An approach to analyzing and planning post-merger IS integration: Insights from two field studies

Abstract

Information systems (IS) integration is among the most challenging tasks in corporate mergers and acquisitions (M&As). In this paper we propose and illustrate the use of an approach to analyzing and planning post-merger IS integration that extends general theory for IS planning, considering the specific characteristics of the M&A context. We highlight that planning effectiveness is possible to achieve in fundamentally different ways, dependent on the characteristics of the merger or acquisition at hand.

A Quality-Driven Methodology for Information Systems Integration

“…They achieve this by containing guidelines for describing, evaluating the quality of, and transforming the integration architecture in terms of its individual integrated systems (and their corresponding roles). Using the UMM to describe different types of systems, communication protocols, data structures, and implementation platforms helps in fulfilling the "heterogeneity" [8] and "formalization" [15] dimensions. Furthermore, the views of the UMM cover both organizational and IS-related design details and ensure support for the "variable focus" dimension [15].…”

“…Using the UMM to describe different types of systems, communication protocols, data structures, and implementation platforms helps in fulfilling the "heterogeneity" [8] and "formalization" [15] dimensions. Furthermore, the views of the UMM cover both organizational and IS-related design details and ensure support for the "variable focus" dimension [15]. Evaluation of the models with the help of the integration quality factors and support of the prototype tool contributes to the "consistency" dimension [15].…”

“…Furthermore, the views of the UMM cover both organizational and IS-related design details and ensure support for the "variable focus" dimension [15]. Evaluation of the models with the help of the integration quality factors and support of the prototype tool contributes to the "consistency" dimension [15]. The model completeness quality factor specifically accounts for the "comprehensiveness" dimension [15].…”

“…However, the overall impact of IS integration on the organization is hard to measure. Researchers attempting to conceptualize the quality of IS integration typically identify the dimensions along which integration can be described [7], [8], [15]. The dimensions include integration domain (data vs. process), integration time (ex-ante vs. ex-post), integration type (vertical vs. horizontal; alignment vs. merging), and integration level (strategic vs. systems).…”

“…Integration is affected by the organizational objectives and antecedent contextual variables. The development of a theoretical framework for integration is hampered by the fragmentation of integration related concepts along the dimensions [15].…”