Integrating information systems after a merger

Development of an IS change reason–IS change type combinations matrix

“…The organisational context is the business environment of an IS and includes the structures and processes that the IS supports (Liang & Xue, 2004). To maintain congruence when structures are modified, firms may need to change IS to realign their systems with the modified structures (McKiernan & Merali, 1995). The level of process redesign associated with the IS change is thereby critical for success: if a change requires a high level of process redesign, the process changes may interfere with the organisational structure change and may require additional changes to organisational structures.…”

“…Firms change their IS for a variety of reasons, including the development of new capabilities (Helfat & Peteraf, 2003), changes to organisational structures (McKiernan & Merali, 1995), internal power gains (Markus, 1983), and compliance (Haworth & Pietron, 2006). While reasons are triggers for an IS change (Lyytinen & Newman, 2008) they may also influence the choice of the IS change type and the success of the IS change project (Krell et al, 2008).…”

Information system integration in mergers and acquisitions: research ahead

“…There is a body of work that has started to explore IS integration in the context of corporate M&A. Some of the findings relevant to the IS discipline include the recognition of the importance of IS integration during mergers (Buck-Lew et al, 1992;McKiernan & Merali, 1995), factors that contribute to the likelihood of successful integration (Stylianou et al, 1996;Robbins & Stylianou, 1999), such as IS integration strategy (Henningsson & Yetton, 2013), the importance of learning and experience (Haleblian & Finkelstein, 1999;, the need for integration methods and tools (Alaranta & Henningsson, 2008;Henningsson & Carlsson, 2011), and the need for alignment between IS strategy and the M&A strategy (Wijnhoven et al, 2006;Mehta & Hirschheim, 2007;Baker & Niederman, 2014). This literature served as the backdrop for this issue.…”

A integração pós-fusão dos sistemas e da tecnologia da informação nas fusões e aquisições em instituições bancárias

“…Durante a implementação do plano de integração, os custos mais elevados são, frequentemente, associados com a conversão dos softwares, sendo que a consolidação do hardware e das comunicações é relativamente fácil e fornece grandes economias de escala (CARLYLE, 1986 apud McKIERNAN;MERALI, 1995). Mckiernan e Meralli (1995) afirmam que, nos estudos efetuados por eles, naqueles casos em que os SIs eram difíceis de integrar tecnicamente, os planos para a integração completa foram abandonados e sistemas redundantes foram mantidos.…”

“…McKiernan e Merali (1995) afirmam que existem quatro categorias de aquisição (aplica-se para fusão) que impactam, de modo distinto, na integração pós-fusão dos SI/TI.…”