Knowledge Sharing Challenges during Post-Merger Integration: The Role of Boundary Spanners and of Organizational Identity

Vieru, Dragos; Rivard, Suzanne

doi:10.5539/ijbm.v10n11p1

Cited by 9 publications

(20 citation statements)

References 47 publications

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“…More specifically, boundary spanners could use their competence and their social capital, to translate knowledge, frame it and provide legitimization to EKBS [37]. Boundary objects such as, standardized forms, narratives or routines, could help develop shared meaning across boundaries, as well as reinforcing and objectifying knowledge that is crossing boundaries [25].…”

Section: Boundary Spanning and Its Mechanismsmentioning

confidence: 99%

Knowledge Boundary Spanning Mechanisms in a Shared Services Centre Context

Vieru

Bourdeau

2019

Digital Services and Platforms. Considerations for Sourcing

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This study focuses on the roles of knowledge boundary spanning mechanisms and intellectual capital (human, structural, and relational) in managing knowledge sharing in an IT-specialized shared services centre (IT-SSC) context. Although the literature stresses the growing utilization of the SSC as an outsourcing model, there is a lack of studies that examine the dynamic process of knowledge sharing across the organizational boundaries in this specific business model. Drawing on the literatures on SSC and on cross-boundary knowledge sharing we propose a conceptual framework based on four research propositions that were validated with primary and secondary data. The results suggest that IT-SSCs present high human capital, but encounter challenges developing relational and structural capitals. It also appears that IT-SSC management tends to prefer the utilization of boundary spanners and boundary objects instead of boundary discourses and boundary practices as mechanisms for efficient boundary spanning.

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Section: Boundary Spanning and Its Mechanismsmentioning

confidence: 99%

Knowledge Boundary Spanning Mechanisms in a Shared Services Centre Context

Vieru

Bourdeau

2019

Digital Services and Platforms. Considerations for Sourcing

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“…This category of variables, examined 19 times, captures differences and similarities between the organizations and the consequences for ISI. In this category, organizational uniformity Vieru and Rivard, 2015) has been studied six times. The effect of whether or not the parties in the M&A are classified as belonging to the same industries has been studied three times.…”

Section: Is Relationalmentioning

confidence: 99%

A Review of Information System Integration in Mergers and Acquisitions

Henningsson

Yetton

Wynne

2018

Journal of Information Technology

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For three decades, research has investigated the role of information systems integration (ISI) in mergers and acquisitions (M&As). This research has improved our understanding of the M&A IS challenges and their solutions. However, consolidation and integration across the research is limited. To redress this omission, we review 70 articles published between 1989 and 2016. To do this, we adopt and extend the methodology developed by Lacity and her colleagues to review the empirical evidence in a fragmented IT literature. We code 53 dependent variables and 195 independent variables to identify the robust relationships among them and to model how ISI decisions, including the choice of IS integration methods, partially mediate the effects of the independent variables on ISI outcomes. Examining the relationships in this model, we identify five quasi-independent thematic domains on which we draw to develop an agenda for future research. Our contribution is the aggregation, organization and structuring of the empirical findings in the M&A ISI literature as a basis on which to develop a cumulative knowledge process.

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“…This holds implications for the organisations taking part in this research as postacquisition parent and subsidiary organisations will undergo boundary spanning system changes (Sumi and Tsuruoka 2002;Yoo, Lyytinen and Heo 2007;Vieru and Rivard 2015). This process is not a purely technical exercise and the organisational learning requirements demonstrates again the need to acknowledge the social aspects of Information Systems (Sumi and Tsuruoka 2002;Yoo, Lyytinen and Heo 2007;Vieru and Rivard 2015).…”

Section: Information Systems Spanning Boundaries and Resistancementioning

confidence: 98%

“…Given the focus of this study is post-acquisition where the levels of boundary spanning systems activity increases (Sumi and Tsuruoka 2002;Yoo, Lyytinen and Heo 2007;Vieru and Rivard 2015), it will be important to identify whether, boundary spanning activity has increased and where it has whether the driving party considered and resourced the socio aspect of ensuring the readiness to change adequately from the perception of those effected.…”

Section: Information Systems Spanning Boundaries and Resistancementioning

confidence: 99%

“…Peter refers back to the systems arrangements they have with a number of external business partners which require Information Systems to span boundaries (Sumi and Tsuruoka (2002) Yoo, Lyytinen and Heo (2007) Vieru and Rivard (2015) and share information (Davenport 2000;Soja 2010;Da Silva et al 2014). Security of data is the major concern but there is a culture of sharing large levels of information and both parties benefit from the relationship and collaborations.…”

Section: Theme Six: Post-acquisition Information Systems Rationalisat...mentioning

confidence: 99%

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An Exploration of the Post-Acquisition Information Systems Development Environment

Jones¹

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This work is a qualitative study which explores the post-acquisition Information Systems development environment of three organisations from the automotive industry and the study is unique on several levels. Firstly, the undertaking from the theoretical perspective of neo-empiricism following the general inductive approach, secondly, the methodological approach of case study and finally, the application in the automotive industry.Although limited to a single sector and focussing upon core operating Information Systems, the finding of this work add to the body of existing knowledge whilst providing real-world value which can be applied across industries and sectors.Literature has, for over three decades, claimed the importance of Information Systems in the achievement of organisational merger and acquisition success. Studies to date claim up to 70% of all mergers and acquisitions are deemed failures and given the high levels of global merger and acquisition activity, which is forecast to continue, the factors, identified in this study, critical for success will support practitioners.

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Knowledge Sharing Challenges during Post-Merger Integration: The Role of Boundary Spanners and of Organizational Identity

Cited by 9 publications

References 47 publications

Knowledge Boundary Spanning Mechanisms in a Shared Services Centre Context

Knowledge Boundary Spanning Mechanisms in a Shared Services Centre Context

A Review of Information System Integration in Mergers and Acquisitions

An Exploration of the Post-Acquisition Information Systems Development Environment

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