http://dl.gi.de/handle/20.500.12116/10606 Thu, 23 Jul 2026 11:46:47 GMT 2026-07-23T11:46:47Z http://dl.gi.de/handle/20.500.12116/10679 IT Consultants in Acquisition IT Integration Henningsson, Stefan; Øhrgaard, Christian Increasingly, companies are drawing on capacities provided by external consultants to design and execute strategic IT initiatives. However, despite evidence of the impact of such services on IT performance, little is still known about the roles external consultants serve in relation to specific strategic IT initiatives and how companies can draw effectively on their services. The paper investigates the use of consultants in relation to one type of major strategic IT initiative: acquisition IT integration. Acquisition IT integration, which is the integration of the acquirer’s and target’s IT following a corporate acquisition, presents a difficult but crucial IT challenge for the many acquiring organizations. Through a comparative case study of four acquirers, theoretically grounded in the resource-based view of the firm, it is analyzed how acquirers draw on external consultants to realize acquisition IT integration. Two complementary and two supplementary roles consultants assume in these projects are identified. Additionally, three characteristics of the acquisition IT integration strategy are identified that influence how the acquirers assign different roles to IT consultants. The resulting model, depicting the use of external consultants in acquisition IT integration, contributes to the literature on acquisition IT integration by providing an explanation for IT-based value creation in acquisition that is rooted in the external of the acquirer. In addition to adding to the limited, but highly relevant, extant literature on acquisition IT integration, the study also provides general insights into the use of consultants to address strategic IT initiatives. Fri, 01 Jan 2016 00:00:00 GMT http://dl.gi.de/handle/20.500.12116/10679 2016-01-01T00:00:00Z http://dl.gi.de/handle/20.500.12116/10677 The Networked Society Brocke, Jan vom; Becker, Jörg; Marco, Marco Fri, 01 Jan 2016 00:00:00 GMT http://dl.gi.de/handle/20.500.12116/10677 2016-01-01T00:00:00Z http://dl.gi.de/handle/20.500.12116/10678 Location-Based Services Ryschka, Stephanie; Murawski, Matthias; Bick, Markus Fri, 01 Jan 2016 00:00:00 GMT http://dl.gi.de/handle/20.500.12116/10678 2016-01-01T00:00:00Z http://dl.gi.de/handle/20.500.12116/10680 Understanding Socio-Technical Impacts Arising from Software-as-a-Service Usage in Companies Jede, Andreas; Teuteberg, Frank Given the advantages of Software-as-a-Service (SaaS), such as cost efficiency and flexibility gains, decision-makers increasingly deploy this technology for supporting business processes as well as core business processes. But the impact of SaaS integration on a company’s IT organization often does not become apparent until the implementation is completed. Therefore, this paper examines the perceptions of IT professionals in internal IT departments regarding the effects of SaaS. In order to analyze the changes in the daily work processes of internal IT professionals in companies using SaaS, we start with the design and test of a suitable quantitative research model. In a second step, we conduct triangulation by investigating four SaaS cases from the perspectives of internal IT professionals and end users. This step constitutes the qualitative part of the study. From the empirical results we can deduce that with an increasing SaaS usage level a socio-technical instability emerges in the perceived individual job outcome (e.g., job satisfaction, job acceptance, job significance). This is especially true for IT professionals. Our valuable findings help management to understand the need for balancing both their willingness for SaaS adoption and the socio-technical consequences. Fri, 01 Jan 2016 00:00:00 GMT http://dl.gi.de/handle/20.500.12116/10680 2016-01-01T00:00:00Z