The integration of divergent cultures is crucial in maintaining the performance of a merged organization. Prior studies on IT culture in IS departments are mainly on corporate culture and lack of in-depth study. Recently, a practical survey shows that post-merger IT integration is always treated as a technology transformation perspective. To support business strategy, IT architecture, processes and skills should be effectively redesigned after the merger. However, conflicts may emerge within the merged departments due to different cultures and incompatible IT configurations. This dissertation proposed a novel analysis framework based on IT culture conflict perspective and strategic alignment model. We selected three financial holding companies in Taiwan as post-merger cases. They conducted IT integration projects while facing conflicts due to differences in IT culture related to organizational size, IT integration strategies, and characteristics with respect to government-owned versus private banks. Through multiple case study with data analysis based on grounded theory, we have identified three types of IT culture conflict that occurred in IT integration, examined their major effects on IT integration, and discussed how to resolve IT culture conflicts in post-merger IT integration. Propositions are derived to conclude the findings from these cases, which can be validated through empirical studies in future studies.
| Identifer | oai:union.ndltd.org:NSYSU/oai:NSYSU:etd-0903110-174409 |
| Date | 03 September 2010 |
| Creators | Chao, Jen-Te |
| Contributors | Tai-Yue Wang, Fu-Ren Lin, Eric Tswen-Gwo Wang, Tung-Ching Lin, Chao-Min Chiu |
| Publisher | NSYSU |
| Source Sets | NSYSU Electronic Thesis and Dissertation Archive |
| Language | English |
| Detected Language | English |
| Type | text |
| Format | application/pdf |
| Source | http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0903110-174409 |
| Rights | not_available, Copyright information available at source archive |
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