Managing the change process of the post-merger enterprise systems integration: a case study

Maria Alaranta

International Journal of Information Systems and Change Management, 2006, vol. 1, issue 1, 62-81

Abstract: Both post-merger integration and the implementation of an enterprise system (ES) are sources of radical change in a company's life cycle. This paper builds on a business process change model for enterprise resource planning implementation and integrates into it M&A issues, issues related to company expertise and resources, and factors related to software and vendor. The case study reveals that elements of each item in the model play a role in the post-merger ES integration processes and emphasises good-quality ES integration management.

Keywords: post-merger integration; information systems; IS integration; ERP implementation; enterprise resource planning; mergers and acquisitions; enterprise systems; business process modelling; change management; organisational change; integration management. (search for similar items in EconPapers)
Date: 2006
References: Add references at CitEc
Citations:

Downloads: (external link)
http://www.inderscience.com/link.php?id=8287 (text/html)
Access to full text is restricted to subscribers.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:ids:ijiscm:v:1:y:2006:i:1:p:62-81

Access Statistics for this article

More articles in International Journal of Information Systems and Change Management from Inderscience Enterprises Ltd
Bibliographic data for series maintained by Sarah Parker ().