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Vieru, Dragos et Rivard, Suzanne (2014). Organizational identity challenges in a post-merger context: A case study of an information system implementation project. International Journal of Information Management, 34 (3), 381-386. https://doi.org/10.1016/j.ijinfomgt.2014.02.001
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- Vieru-Rivard-2014-IJIM.pdf
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| Catégorie de document : | Articles de revues |
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| Évaluation par un comité de lecture : | Oui |
| Étape de publication : | Publié |
| Résumé : | This study examines the effects of the differences in organizational identities that emerged during a post-merger project that aimed at unifying the laboratory services of a large healthcare center that resultedfrom the merging of three hospitals by supporting them with a unique information system. We drawon the concepts of organizational identity and sensemaking to analyze the laboratory information sys-tem implementation project. Organizational identity is conceptualized as the mental representation thatorganizational members have of themselves as a social group in terms of practices, norms, and valuesand how they understand themselves to be different from members of other organizations. Data anal-ysis suggests that divergent organizational identities and team members’ alternative interpretations ofothers’ practices, norms and organizational symbols, coexist during the post-merger integration phase.These interpretations are reflected in the final functionality of the information system that was differentfrom the planned one. |
| Déposant: | Vieru, Dragos |
| Responsable : | Dragos Vieru |
| Dépôt : | 12 déc. 2014 18:13 |
| Dernière modification : | 16 juill. 2015 00:46 |
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