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Issue No. 01 - Jan.-Feb. (2014 vol. 16)
ISSN: 1520-9202
pp: 30-40
Maria Alaranta , Copenhagen Business School, Denmark
Lars Mathiassen , Georgia State University
Mergers and acquisitions (M&A) require organizations to blend together different information system (IS) configurations. Unfortunately, less than 50 percent of M&A's achieve their goals, with IS integration being a major problem. Here, the authors offer a framework to help managers prepare for, analyze, and mitigate risks during post-merger IS integration. They identify key risks relating to IS integration content, process, and context, and present five strategies for mitigating those risks. Their framework aims to help managers proactively reduce the impact of adverse events. Adopting the framework supported by their templates is straightforward and the time and resources required are minimal. When properly executed, adoption increases the likelihood of successful merger outcomes; the framework is thus a valuable addition to the management tool box and can be applied in collaboration with key stakeholders at the start of--and at several points throughout--a post-merger IS integration.
Risk management, Corporate acquisitions, Organizations, Information systems, Network architecture, Information technology,mergers and acquisitions, IS risk, IS integration, merger, acquisition, M&A, organizational impacts
Maria Alaranta, Lars Mathiassen, "Managing Risks: Post-Merger Integration of Information Systems", IT Professional, vol. 16, no. , pp. 30-40, Jan.-Feb. 2014, doi:10.1109/MITP.2013.64
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