CHAPTER 6 CONCLUSION
6.3 Limitation and Future Research
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information system integration. These factors influence the business’s development in the future and the satisfaction of customers. Second, IT integration may be viewed in different ways. If IT
integration is viewed as an opportunity to restructure the business process or even increase revenue, it will bring the enterprise more benefits and competitive advantages. The post-merger IT integration is not merely for achieving operational requests but for a business strategy.
6.3 Limitation and Future Research
Although this study offers many insights into post-merger IT integration, numerous limitations still need to be mentioned and clarified. First, the CEOs’ measurements in Table 6 are derived from website data and the company’s public announcements. These second-hand data is perhaps less complete in describing the exact measurements of CEOs. Besides, this study takes IT managers in place of CIOs as our interview target. Hence, the proposed CIO’s measurement here is also perhaps less complete in describing the exact CIOs’ measurement. Last, because this study focuses on the banking industry in Taiwan, the proposed measurements here may differ while applying in other industries such as the service or high-tech industry.
This paper provides an elementary understanding about stakeholders’ measurements toward post-merger IT integration. Most of the measurements proposed here are qualitative indicators. If quantitative indicators could be derived from qualitative indicators in this review, it would provide enterprise stakeholder with a better measurement to more easily track and evaluate their post-merger IT integration performance. With quantitative indicators, this would be a more useful tool.
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APPENDIX
Appendix 1: Interview Question for IT Manager (Chinese)
企業購併後資訊系統整合評估訪談問題-資訊經理 您好:
以下為企業購併後資訊系統整合評估的訪談內容，由於訪談問題非常主觀，因此於訪問時依自 身經驗和個人看法回答即可，感謝您的指教和建議。
此訪談內容僅供研究用途，為保護您的隱私，您的名字和所服務的銀行將以匿名的方式呈現於 論文內容。感謝您撥冗接受訪談，在此獻上最高的謝意。
1. 請問貴銀行在購併後資訊系統整合的策略為何?
重建(兩方系統接直接放棄，重新導入一全新系統) 整體接收(放棄某一方系統，使用另一方的系統) 標準化(結合兩系統的優點為一新系統)
共存(兩方系統皆保留，定期同與更新)
2. 請問您認為此次資訊系統的整併是否成功?而您又是如何評估的?
3. 請問以下幾點是否為您評估併購後資訊系統整合成功的考量?
統整所有資訊系統(Technology consolidation)
舉例來說 : Email 的整合、Data center 的整合、重新洽談軟體的授權、重簽軟硬體供應商 的合約。
維持公司營運(Operational continuity)
舉例來說: Service desk 是否提供正常服務、維持其他部門運作順利、資安政策的重新規定、
公司的營運流程不受中斷。
節省成本(Cost Savings)
舉例來說:在規定的預算內達到資訊系統整合、藉由資訊系統整和達到公司成本的降低。
在預定的時間內完成資訊系統整合(Integrate IT within desired time frame)
4. 請問您是否還有使用其他因素來評估購併後資訊系統整合成功與否?
感謝您耐心的指教
敬祝您身體健康、萬事如意
政治大學資訊管理研究所碩士班 林孟賢 敬上 Mail： [email protected]
Mobile: +886-920-317-273
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Appendix 2: Interview Question for Business Manager (Chinese)
企業購併後資訊系統整合評估訪談問題-業務經理 您好:
以下為企業購併後資訊系統整合評估的訪談內容，由於訪談問題非常主觀，因此於訪問時依 自身經驗和個人看法回答即可，感謝您的指教和建議。
此訪談內容僅供研究用途，為保護您的隱私，您的名字和所服務的銀行將以匿名的方式呈現 於論文內容。感謝您撥冗接受訪談，在此獻上最高的謝意。
1. 請問貴銀行在購併後資訊系統整合的策略為何?
重建(兩方系統接直接放棄，重新導入一全新系統) 整體接收(放棄某一方系統，使用另一方的系統) 標準化(結合兩系統的優點為一新系統)
共存(兩方系統皆保留，定期同與更新)
2. 請問您認為此次資訊系統的整併是否成功?而您又是如何評估的?
3. 請問以下幾點是否為您評估併購後資訊系統整合成功的考量?
達到成本的綜效(Achieving cost synergies)
例如:以資訊系統達到成本的降低、資訊系統的整合耗費過多成本與否。
達到收入的綜效(Achieving revenue synergies)
例如:資訊系統可以幫助業務的執行達業務量和收益的增加、增加顧客關係的管理。
4. 請問您是否還有使用其他因素來評估購併後資訊系統整合成功與否? (例如:資訊系統穩定
與否、業務流程變得更為複雜與否…等) 感謝您耐心的指教
敬祝您身體健康、萬事如意
政治大學資訊管理研究所碩士班 林孟賢 敬上 Mail： [email protected]
Mobile: +886-920-317-273
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Appendix 3: Interview Question for Customer (Chinese) 企業購併後資訊系統整合評估訪談問題-顧客
對於顧客的訪談有兩種情境，依情境不同問題的內容也不同。
於訪談前先詢問受訪者所使用之銀行。
A. 若此銀行曾經歷過併購案，而且受訪者當時也為其客戶，即詢問以下問題。
1. 請問你認為其銀行合併成功嗎?
2. 你是否滿意其銀行合併後的表現?有何滿意之處?有何不滿意之處?
3. 請問您是否期待其銀行合併後帶來以下兩點好處?
產品或服務可以和合併前一樣或更好
獲得更便宜的價格
4. 請問您是否還有其他的期待?為何?
B. 若此銀行並未經歷過併購案或其銀行經歷併購但受訪者當時非其客戶時，即要求使用者虛 擬其使用銀行與另一間銀行發生併購後，接著詢問以下幾點問題。
1. 請問您是否期待其銀行合併後帶來以下兩點好處?
產品或服務可以和合併前一樣或更好(Obtain consistent service)
獲得更便宜的價格(Obtain better deals)
2. 請問您是否還有其他的期待?為何?
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Appendix 4：Transcript of interview with the IT manager of Bank A (Chinese) Interviewee：IT manager of Bank A
Interview date：May 31th, 2012
Interview location：Commercial building in Neihu 問：可否請您稍微簡介一下貴行當初合併的情況?
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若貿然從原來 AS/400 到 Mainframe 的話雖然有訓練過，但僅是測試階段，user 必然不熟，那 段時間就讓他適應新系統，會請就近併購銀行的人員去協助被併銀行的員工。第一個是維持公