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Essay / Research Paper Abstract
A 10 page paper discussing Cases IV-6 and IV-7, each of which reviews integrating the information management (IM) systems at Digital Equipment Company (DEC) and Compaq Computer in 1998, at the time that Compaq acquired DEC. The cultures of the two companies were very different going into the merger, and that difference was reflected both in the configuration of their information systems and in their respective organizational cultures. The purpose here is to assess the companies’ experience in merging their information systems in response to Compaq’s acquisition of DEC in 1998, in terms of the two companies’ use of IT management theory. Bibliography lists 2 sources.
Page Count:
10 pages (~225 words per page)
File: CC6_KSitDECcompaq.rtf
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Unformatted sample text from the term paper:
IV-6 and IV-7 each discuss integrating the information management (IM) systems at Digital Equipment Company (DEC) and Compaq Computer in 1998, at the time that Compaq acquired DEC. The
cultures of the two companies were very different going into the merger, and that difference was reflected both in the configuration of their information systems and in their respective organizational
cultures. The purpose here is to assess the companies experience in merging their information systems in response to Compaqs acquisition of DEC in 1998, in terms of the two
companies use of IT management theory. Case IV-6 Ross and Brown (2002) provide some details of the obstacles and choices facing both DEC
and Compaq information teams in the early days before the merger had been approved. The merger between the two companies had been announced, but without final approval, there were
certain legal prohibitions dictating what the integration teams at both companies could do to facilitate the integration of the information systems of the two organizations. Even when managers from
both companies could meet to discuss matters, they were prohibited from going into great detail, and then they were further restrained in what they could tell their subordinates about what
had occurred during the meetings. The two companies were very different in their approach to business. They sought to compete in different
markets, and they sought different market segments. DEC was methodical and systematic in its approach to business; Compaq was known for its "reputation for throwing 100 balls into the
air, catching about 80 of them, and then cleaning up on-the-fly" (Ross and Brown, 2002; p. 671). DEC operated with a highly decentralized structure; Compaqs approach to business organization
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