Power and politics in the integration of information systems after a merger

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dc.contributor.authorPitso, Tshepang
dc.date.accessioned2015-12-08T11:58:24Z
dc.date.available2015-12-08T11:58:24Z
dc.date.issued2015
dc.descriptionThesis (M.Com. (Information Systems))--University of the Witwatersrand, Faculty of Commerce, Law and Management, School of Economic and Business Sciences, 2015.en_ZA
dc.description.abstractDespite an increase in studies on the role of information systems after a merger, the current literature tends to focus on structure and strategy and is largely silent on social and contextual factors, particularly on the significance of power and politics in the integration of information systems after a merger. This research study addresses the research gap identified by examining how power is exercised during post-merger information systems integration, what political activity manifests and how power dynamics that were inherent in the merging partners are transformed after the integration of the information systems functions of the merging organisations. This study was conducted in the interpretive paradigm through an in-depth case study at a division of a firm that has recently gone through the process of integrating its information systems function following a merger. The theoretical base of this study is Stewart Clegg’s Circuits of Power framework. A conceptual framework based on Clegg’s theory guides the data collection and data analysis. Primary data was collected through semi-structured interviews and some secondary data was also used to triangulate the data. This study confirms that power and politics do indeed have an influence on post-merger information systems integration. This study also reveals that there are contextual factors that sanction for the exercise of power and political activity to manifest. This study further shows that the integration of information systems functions can also change the dispositional and facilitative power of actors. Lastly, the study shows how power plays a role in the institutionalisation of an integrated system. Considering that there is a lack of empirical studies that examine the power and politics in the integration of information systems functions after a merger, this study provides some groundwork for continued focus in this area. Another theoretical contribution of this research is its adaptation of Clegg’s framework to study power dynamics in the post-merger IS integration context. This study highlights to information systems practitioners the need to be cognisant that post-merger IS integration of firms that have different organisational structure and cultures is can alter power existing dynamics.en_ZA
dc.identifier.urihttp://hdl.handle.net/10539/19184
dc.language.isoenen_ZA
dc.titlePower and politics in the integration of information systems after a mergeren_ZA
dc.typeThesisen_ZA
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