This paper analyzes the culture conflicts of merged IT departments in two banks in Taiwan. The integration of divergent cultures is crucial to maintain the performance of a merged organization. We examine issues in post-merger IT integration of two Taiwan's financial holding companies, and then argue that the understanding of IT culture conflicts between two merged departments can contribute to the effectiveness of post-merger IT integration. This paper identified three types of IT cultural conflict occurred in IT integration, examined the major effects on IT conflicts and discussed how to resolve IT culture conflicts in post-merger IT integration. We assert that an IT department can resume the productivity once IT culture conflicts can be identified and resolved even if IT infrastructures and processes of merged organizations are incompatible.
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