The influence of organizational and information systems factors on the effectiveness of post-merger technology integration

This dissertation explores how ten specific organizational and information systems factors influence post-merger IS integration success, and the role that degree of IS integration plays in moderating the influence these factors may have on IS integration success. Data were gathered, using a self-administered survey instrument, from senior IS executives at firms that experienced a U.S. public merger greater than $25 million between 2004 and 2007. Support is found for the study\u27s Conceptual Model, indicating that all ten factors in unison influence post-merger IS integration success. The data support the hypotheses that quality of merger planning, quality of communication of merger activities to IS, quality of IS integration planning, degree of end-user involvement in IS integration activities, and quality of technical support to users during the IS integration each have a significant influence on post-merger IS integration success. The data also support the moderating effect of degree of IS integration on the relationship between post-merger IS integration success and executive (non-IS) management support. In a supplemental path model analysis, a complex relationship is hypothesized to exist between the factors and IS Capability and IS Performance, the two IS integration success measures, As a result, four of the five remaining hypotheses are indirectly supported. This research expands the body of knowledge that identifies sources of IS integration performance, thus helping to explain sources of overall merger performance