{"id":{"repo_id":"mit","oai_identifier":"oai:dspace.mit.edu:1721.1/111469"},"canonical_url":"https://search.dev.ndltd.org/etd/mit/oai:dspace.mit.edu:1721.1/111469","repository":{"repo_id":"mit","name":"MIT","base_url":"https://dspace.mit.edu/oai/request"},"display":{"title":"Critical success factors in the post- M&A IT integrations","abstract":"Mergers and acquisitions (M&As) often leave companies struggling to reach financial targets in part due to the need to deal with complex and disconnected information systems. This study examines post-M&A IT systems integration to identify critical factors for success in this process, focusing on improving understanding of the role of alignment between M&A strategy as a whole and IT integration decisions. Decision-making with respect to IT system consolidation is discussed in the context of the Wijnhoven et al. 2006 article, \"Post-merger IT integration strategies: An IT alignment perspective.\" This study looks at eight companies in different industries with revenues ranging from $100 million to over $80 billion and varying levels of acquisition experience. The study highlights several key success factors, including strategic rationale, early IT involvement, cultural fit, and mature IT processes. Experienced \"serial acquirers\" were observed to put less of a premium on following strict, conventional guidelines on ensuring the alignment of M&A and IT integration objectives, being more willing to keep IT systems independent if that solution best matched the acquisition's general value goals. In contrast, less experienced acquirers tended to have an aspiration to adhere more rigidly to the alignment model laid out by Wijnhoven et al. (2006).","abstract_html":"Mergers and acquisitions (M&As) often leave companies struggling to reach financial targets in part due to the need to deal with complex and disconnected information systems. This study examines post-M&A IT systems integration to identify critical factors for success in this process, focusing on improving understanding of the role of alignment between M&A strategy as a whole and IT integration decisions. Decision-making with respect to IT system consolidation is discussed in the context of the Wijnhoven et al. 2006 article, "Post-merger IT integration strategies: An IT alignment perspective." This study looks at eight companies in different industries with revenues ranging from $100 million to over $80 billion and varying levels of acquisition experience. The study highlights several key success factors, including strategic rationale, early IT involvement, cultural fit, and mature IT processes. Experienced "serial acquirers" were observed to put less of a premium on following strict, conventional guidelines on ensuring the alignment of M&A and IT integration objectives, being more willing to keep IT systems independent if that solution best matched the acquisition's general value goals. In contrast, less experienced acquirers tended to have an aspiration to adhere more rigidly to the alignment model laid out by Wijnhoven et al. (2006).","abstract_has_math":true,"creators":["Botchkova, Maria E"],"institution":"Massachusetts Institute of Technology","degree_name":null,"degree_level":null,"degree_discipline":null,"degree_department":"Sloan School of Management.","school":null,"contributors":[],"advisors":["Leslie Owens."],"committee_chairs":[],"committee_members":[],"year":2017,"date_issued":"2017","date_published":"2017","updated_at":"2026-07-22T22:21:56Z","subjects":["Sloan School of Management.","Technology and Policy Program."],"languages":["eng"],"rights":["MIT theses are protected by copyright. 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This study examines post-M&A IT systems integration to identify critical factors for success in this process, focusing on improving understanding of the role of alignment between M&A strategy as a whole and IT integration decisions. Decision-making with respect to IT system consolidation is discussed in the context of the Wijnhoven et al. 2006 article, \"Post-merger IT integration strategies: An IT alignment perspective.\" This study looks at eight companies in different industries with revenues ranging from $100 million to over $80 billion and varying levels of acquisition experience. The study highlights several key success factors, including strategic rationale, early IT involvement, cultural fit, and mature IT processes. Experienced \"serial acquirers\" were observed to put less of a premium on following strict, conventional guidelines on ensuring the alignment of M&A and IT integration objectives, being more willing to keep IT systems independent if that solution best matched the acquisition's general value goals. In contrast, less experienced acquirers tended to have an aspiration to adhere more rigidly to the alignment model laid out by Wijnhoven et al. 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Experienced \"serial acquirers\" were observed to put less of a premium on following strict, conventional guidelines on ensuring the alignment of M&A and IT integration objectives, being more willing to keep IT systems independent if that solution best matched the acquisition's general value goals. In contrast, less experienced acquirers tended to have an aspiration to adhere more rigidly to the alignment model laid out by Wijnhoven et al. (2006)."],"dc:description.degree":["S.M. in Management of Technology"],"dc:identifier.uri":["http://hdl.handle.net/1721.1/111469"],"dc:language.iso":["eng"],"dc:publisher":["Massachusetts Institute of Technology"],"dc:rights":["MIT theses are protected by copyright. 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