Paper Number
1950
Paper Type
Complete Research Paper
Abstract
Recent research suggests that realizing IS-related synergies in M&A may require organizations to deviate from the choices initially made in terms of the IS Integration Strategy (IIS). Allowing for emerging strategies in IS integration, for instance, promotes learning by doing and entails accepting a moving dot on the horizon as a guide for IIS execution. Extant research, however, provides only limited insight into the factors prompting deviations from intended IIS and the impact of these deviation on IS-related synergies. To identify these factors and their impact, we explored how IIS execution developed in two case studies. Based on our findings, we identify five M&A-specific factors, two specific to the pre-merger phase and three for the execution phase. In terms of the impact of deviations, we found that priorities for synergy realization shifted between the pre-merger and the execution phases as a result of executing an emergent IIS.
Recommended Citation
Onderdelinden, Eric; van den Hooff, Bart; and van Vliet, Mario, "Deviating from the Intended IS Integration Strategy in M&A: Factors and Impact" (2024). ECIS 2024 Proceedings. 7.
https://aisel.aisnet.org/ecis2024/is_governance/track21_is_govern/7
Deviating from the Intended IS Integration Strategy in M&A: Factors and Impact
Recent research suggests that realizing IS-related synergies in M&A may require organizations to deviate from the choices initially made in terms of the IS Integration Strategy (IIS). Allowing for emerging strategies in IS integration, for instance, promotes learning by doing and entails accepting a moving dot on the horizon as a guide for IIS execution. Extant research, however, provides only limited insight into the factors prompting deviations from intended IIS and the impact of these deviation on IS-related synergies. To identify these factors and their impact, we explored how IIS execution developed in two case studies. Based on our findings, we identify five M&A-specific factors, two specific to the pre-merger phase and three for the execution phase. In terms of the impact of deviations, we found that priorities for synergy realization shifted between the pre-merger and the execution phases as a result of executing an emergent IIS.
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