Communications of the Association for Information Systems


IS integration projects for horizontal mergers of large organizations have received scant attention from IS researchers. This study addresses this shortcoming by collecting and analyzing Technology and Social integration process data during the integration planning and implementation phases of a multi-year IS integration project for the horizontal merger of two large competitors. Using a power-dependence perspective to interpret our findings, we develop a mid-range propositional theory to explain how and why organization-level context factors influenced the cooperative behaviors of legacy employees participating in horizontal mergers and the success of IS integration processes.





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