在過往的研究中,大都將焦點著重在組織文化與資訊系統之間及組織結構與資訊系統之間的關係,顯少有研究在併購議題的範疇之下,去探討組織文化和組織結構與資訊系統的關聯性。而過往的研究也指出,併購後資訊系統整合的成功與否,將會影響組織獲取綜效的程度,甚至會造成併購活動的失敗。而本研究即是利用深度訪談及次級資料收集等方式,探討個案公司於併購活動中,組織文化是如何影響併購後的資訊系統整合,並探討組織結構在組織文化影響資訊系統整合上所扮演的角色。 研究結果發現:一、資訊人員於組織併購後的角色認知,會影響資訊系統的整合程度。二、主併者與被併者的文化適應程度,會影響併購後資訊系統的整合程度。三、組織透過正式化及專業化程度的提升,資訊系統委外發展的組織結構弱化了組織文化影響資訊系統的整合程度。四、組織結構設計之不同,會弱化組織文化影響資訊系統的整合程度。
In the past, most of researchers focus on the relationship between organizational factors and information system. There were lacked the subject about the relationship among organizational culture, organizational structure, and information system under a category of merger and acquisition. It had also pointed out that the organization will achieve the variant synergy due to the degree of succeed in merger and acquisition. This paper use the case study method and investigate into how does organizational culture influence on acquired information system as well as the role of organizational structure played between them. There are four findings in this paper. First, the role ambiguity on information staffs after the merger will influence on information system integration. Second, the extent of acculturation between the acquired and the acquiring will influence on information system integration. Third, the organization outsources information system weaken the degree on organizational culture influence on information system. The last, the variant of organizational designs weaken the degree on organizational culture influence on information system integration.