The-Impact-of-Mergers-&-Acquisitions-on-It-Governance-Structures
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The Impact of Mergers & Acquisitions on IT Governance Structures:
A Case Study
Pauline O. Chin Florida Atlantic University, USA George A. Brown Technologies Consultant, Jamaica Qing Hu Florida Atlantic University, USA
Chapter 2.32
ABSTRACT
Developing information technology (IT) governance structures within an organization has always been challenging. This is particularly the case in organizations that have achieved growth through mergers and acquisitions. When the acquired organizations are geographically located in different regions than the host enterprise, the factors affecting this integration and the choice of IT governance structures are quite different than when this situation does not exist. This study performs an exploratory examination of
the factors that affect the choice of IT governance structures in organizations that grow through mergers and acquisitions in developing countries using the results of a case study of an international telecommunications company. We find that in addition to the commonly recognized factors such as government regulation, competition and market stability, organizational culture, and IT competence, top management’s predisposition toward a specific business strategy and governance structure can profoundly influence the choice of IT governance in organizations. Managerial implications are discussed.
Copyright © 2008, IGI Global, distributing in print or electronic forms without written permission of IGI Global is prohibited.
The Impact of Mergers & Acquisitions on IT Governance Structures
InTRoduCTIon
The business environment has become increasingly complex and competitive due to the rapid advances in technology and globalization of the world economy over the last two decades. In order to survive and to compete on a global scale, organizations have sought to increase their market share through mergers and acquisitions (M&A) both locally and internationally. In a publication by the Bureau of Census
The Impact of Mergers & Acquisitions on IT Governance Structures:
A Case Study
Pauline O. Chin Florida Atlantic University, USA George A. Brown Technologies Consultant, Jamaica Qing Hu Florida Atlantic University, USA
Chapter 2.32
ABSTRACT
Developing information technology (IT) governance structures within an organization has always been challenging. This is particularly the case in organizations that have achieved growth through mergers and acquisitions. When the acquired organizations are geographically located in different regions than the host enterprise, the factors affecting this integration and the choice of IT governance structures are quite different than when this situation does not exist. This study performs an exploratory examination of
the factors that affect the choice of IT governance structures in organizations that grow through mergers and acquisitions in developing countries using the results of a case study of an international telecommunications company. We find that in addition to the commonly recognized factors such as government regulation, competition and market stability, organizational culture, and IT competence, top management’s predisposition toward a specific business strategy and governance structure can profoundly influence the choice of IT governance in organizations. Managerial implications are discussed.
Copyright © 2008, IGI Global, distributing in print or electronic forms without written permission of IGI Global is prohibited.
The Impact of Mergers & Acquisitions on IT Governance Structures
InTRoduCTIon
The business environment has become increasingly complex and competitive due to the rapid advances in technology and globalization of the world economy over the last two decades. In order to survive and to compete on a global scale, organizations have sought to increase their market share through mergers and acquisitions (M&A) both locally and internationally. In a publication by the Bureau of Census