... in the planning process. In addition, IS integration - related planning typically does not occur until the merger is over, thus delaying the process (Stylianou et.al., 1999). 2. The new corporate structure must cope with the cultural differences (Weber & Pliskin, 1996), work force issues relating to differing salary structures, varying technical skills, work load, morale, problems of retention and attrition, and changes in IS policies and procedures (Fiderio, 1989). 3. The lack of planning, results in shifting priorities relative to development of application projects. 4. Technology issues relating to compatibility and redundancy of hardware and software, connectivity, and standards must be resolved. However the integration of non-compatible systems is time consuming and cannot occur over night if done properly. (references from Stylianou) Corporate expectations relative to IS integration during the merger process are often unrealistic. All of these factors can impede the successful integration of IS during merger activity, create ...

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