By Alexis Papathanassis
In the context of post-merger integration there's a tendency to understand info and verbal exchange structures (ICS) as "technical elements" or maybe as "departments" that must be built-in. The dialogue revolves customarily round technical concerns and the restructuring of the IT-function(s).
Alexis Papathanassis postulates that ICS should be taken care of as a fancy and important administration approach and that it may be stated as a key enabler of merger worth cognizance. As such, it calls for a holistic attention and a systemic knowing. He provides the "Post-merger details and verbal exchange platforms framework" (POMICS), a conceptual device assisting the research attempt required to accomplish a adequate intensity of knowing. Its software on a real-life post-merger integration state of affairs in a tourism corporation serves as a validation and for instance of the framework's power price. It additionally supplies priceless insights into many of the key questions dealing with the full tourism zone today.
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Additional resources for Post-Merger Integration and the Management of Information and Communication Systems: An analytical framework and its application in tourism
E. 54-62) The synergy limitation perspective evolves around the definition and economics of synergy. The focus here is on the actions of managers (regardless their motives) within the context of realising synergies. Literature Review & Analysis 22 Supported by empirical evidence produced by a variety of studies, and equipped with a rigorous economic 42 and/or financial dialectic43 , some argue that the very concept of synergy is questionable. Nonetheless, based on the literature reviewed, the larger proportion of authors 44 seem to mainly question the probability of synergy occurring, rather than the theoretical foundations of the concept itself.
Indeed assuming that mergers take place solely on the grounds of synergy potential is unrealistic. The economic or business rationale coexists with a number of 'irrational' motives, otherwise known as "biases". e. hubris). 145-14 7) Literature Review & Analysis 25 acquisitions and may explain why managers pay a premium for a firm that the market has already correctly valued. The weakness of the hubris hypothesis lies in its implicit assumptions of: market efficienc/ 1, and the predominance of a single decision-maker52 Other key management biases, encountered in literature are: Agency hypothesis 53 : Based on Schumpeter's (1934) definition of the ultimate entrepreneurial goal.
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Post-Merger Integration and the Management of Information and Communication Systems: An analytical framework and its application in tourism by Alexis Papathanassis