Mergers and acquisitions have become a normal business occurrence for companies large and small. Integration of entities following mergers and acquisitions are often more painful and less successful than they could be. The integration of information technology functions plays a vital role in the ultimate results of such a merger by actualizing product and customer synergies, establishing best practices drawing from the best of each organization, and providing smooth transition to integrated reporting and decision systems. This study proposes to investigate best practice for information technology leaders for integration of functions following mergers and acquisitions, considering outcomes and metrics, pre-merger activities, human resources, culture, learning and other key issues. Results are presented as the distillation of comments extracted from a wide variety of perspectives, organizational situations, and personal reflections by MIS professionals. Additional observations are noted, and several emergent questions aimed at furthering our understanding of this phenomenon are presented.