Böhm, MarkusMarkusBöhmHenningsson, StefanStefanHenningssonLeimeister, Jan MarcoJan MarcoLeimeisterYetton, PhilipPhilipYettonKrcmar, HelmutHelmutKrcmarGalletta, Dennis F.Liang, Ting-Peng2023-04-132023-04-132011-01-01https://www.alexandria.unisg.ch/handle/20.500.14171/94650Acquisitions of new businesses and divestments of existing ones are frequently components of large organizations’ corporate strategies. In both acquisitions and divestments, corporate IT infrastructure plays a critical role for realizing business objectives. In this paper, we take a dual view of the IT-related challenges in divestment and acquisition strategies, studying them as a single integrated transaction between a buyer and a seller and investigating how the IT carve-out and IT integration strategies influence each other. The extant literature on the interaction between carve-outs and integration strategies is an empty set. Here, we begin to shed light to the limitations of the carve-out contract, the processes of carving out a business unit from one and integrating it into another multi-business organization, asymmetries in both parties’ preferences for an IT transaction process and its influence on arising challenges and organization performance.enAcquisitionAlignmentCase StudyDivestitureIT carve-outIT integrationMergerMulti-Business OrganizationsStrategic Business Unitconference paper