Although corporate growth through acquisition continues to be a popular strategy for the1990s the failure rate of acquired companies remains high at 50 per cent. This paper focuses on post-acquisition integration of information systems (IS) and information technology (IT) and its impact on post-acquisitive performance. Based on the results of detailed case studies and a preliminary survey, it is found that managers involved in pre- and post-acquisition decision-making often fail to adequately consider the strategic importance of IS/IT in contributing to the acquisition outcome. IS integration is often driven
by the immediate requirements of operational consolidation, and organizations fail to invest in the establishment of IS infrastructures to support longer-term corporate requirements. It is suggested that the reactive status accorded to IS coupled with an observed lack of
organizational learning prevents organizations from exploiting IS effectively for the achievement of acquisition success.