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Vieru, Dragos, & 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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Content : Accepted Version |
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| Item Type: | Journal Articles |
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| Refereed: | Yes |
| Status: | Published |
| Abstract: | 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. |
| Depositor: | Vieru, Dragos |
| Owner / Manager: | Dragos Vieru |
| Deposited: | 12 Dec 2014 18:13 |
| Last Modified: | 16 Jul 2015 00:46 |
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