Mergers and acquisitions are a common form of inorganic growth for many companies; however, the failure rate of those activities remains high with IS&T integration noted as one of the causes of failure. The purpose of this narrative inquiry study was to explore the experience of the IS&T leaders during an M&A IS&T integration to understand how to reduce future failures. Interviews were conducted with eight IS&T leaders who have been involved with M&A IS&T integrations at technology companies. Seven themes emerged from the data analysis of the transcribed interviews. The themes resulting from the study are: incomplete or incorrect technology integration and technology architecture, identification and adherence to technology standards, employee uncertainties and conflict caused as a result of the M&A, a lack of agreement on the M&A strategy across leadership, identification of the end state goals of the IS&T integration, development and consistent use of an M&A IS&T integration process playbook, and communication process across leadership and employees. The recommendations from the findings for IS&T leadership provide three areas of focus. First, the findings reflect the issues impacting M&A IS&T integration failures. Second, the rich experiences of the participants provide leadership with recommendations on how leaders can prepare for M&A integrations to reduce the potential for failures. Third, the findings provide recommendations on performing an M&A IS&T integration resulting in a reduction of failures including gaining an understanding of previous failures, preparing for, planning, and executing an M&A integration.
|Advisor:||Gonzalez, Matthew D.|
|Commitee:||Addesso, Patricia, Shen, Libi|
|School:||University of Phoenix|
|School Location:||United States -- Arizona|
|Source:||DAI-B 78/07(E), Dissertation Abstracts International|
|Subjects:||Business administration, Management, Information Technology|
|Keywords:||Information systems, Integration, Leadership, Mergers and acquisitions, Technology|
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