Embedded knowledge, embedded information systems: A resource-based perspective on the systems integration process during a corporate merger.

摘要

One of the key objectives of integrating information systems (IS) is to match the firm's internal information processing capabilities to its needs and to bring IS together in a way that creates value for the firm (Linder, 1989). In this study, the research literature on integrating IS was integrated with the body of research on organizing knowledge to present a comprehensive approach to the longitudinal analysis of the systems integration process. This research was viewed through the lens of the resource-based view of the firm (RBV) in order to understand how a merged firm attempted to use resources (such as IS and knowledge) to create value and capabilities.; The framework was then used to guide an investigation of the systems integration process following a corporate merger. After spending {dollar}1.9 million and 25 months attempting to integrate IS applications, the merged company's integration project was cancelled. This research found that the differences between how the two merged procurement departments used IS to organize knowledge hindered the systems integration process. This story of the merged company's attempt to integrate IS provided an opportunity to analyze the challenges faced by the merged company, and, in particular, to explore how socially embedded knowledge hindered the systems integration process.; This study makes four primary contributions to the research and practice of integrating IS. First, this study demonstrates that a historical reconstruction approach combined with longitudinal data collection can provide a rich base of data for use in examining the systems integration process. Secondly, this research introduces a dynamic perspective to the organization of knowledge literature. Third, this research contributes to an understanding for how socially embedded IS and knowledge contributes to challenges during the systems integration process following a corporate merger. And finally, the fourth contribution of this research provides an understanding for how a merged firm experienced difficulties when attempting to use its resources to create value and capabilities. This research argues that the differences between how the two merged firms used IS and knowledge to develop distinct capabilities hindered the merged procurement department's ability to create a competitive advantage through the integration of IS.