45
balanc e
bet ween
t
he need
for
change
and t he p otent al
ial
det riment al
imp act
of chan ges
(JISC A dvanc e, 2009).
2.9. 1. Chan ge s of I T/IS
in Merger Scenari os
It is
imp lied
in
a
t
hesis by
M
eht a,Riku(2009)
t
hat replacing
informat ion sy stemwit h a
less modern
t
han t he
ones
t
hat
are being
used
mi ght
cause t ension
if
t
he
emp loy ees fear
t
hat
some
useful
feat ures are
about t o be
lost .
A
s an example, a Denmark bank
named Danske
Bank had this
p
roblem
when
t
hey
merged
w
it h a
Finnish bank named
SampoBank;
t
hep arent comp any ’s
int ernet
bankin g sy stem w as inadequat e for t he F innish market.
It
is said
t
hat
unless corp orat ionsundert aking IT
acquisit ion
int egrat ions
are
p
rep ared for the
user
resist ance
issue,it is
highly
unlikely t hat
t
hey
have
count ermeasures
aga inst the up coming
resistance
(M eht a, 2009).
2.9. 2. Re si stan ce
to Change s
Resist ance
to
chan ges is
def ined as:
“any
at tit ude
orbehavior t hat
reflect s a
p
erson's unwillingness
t
o make
or supp ort
a
desiredchange”.
Resist ance
should
not
only
be seen as an
obst acl ein
t
he
int e grat on
ion
process,
but
also
as
a
met hod
of
givin g
feedback
(Fani
and
Purwoadi2005).
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