1. Introduction
One of the major goals of a merger or acquisition in companies is synergies and particularly the knowhow and the way will be installed in the new organization in order to achieve a competitive advantage.
The overall aim of performance management in the new organization, where the information system is one of the first priorities, is to establish a high performance culture in which individuals and teams take responsibility for the continuous improvement of business processes and for their own skills and contributions within a framework provided by effective leadership. Its key purpose is to focus people on doing the right things by achieving goal clarity [1]. Similar issues have been explored by numerous researchers who actively involve computational methods in their studies [2 – 16].
The above definition further demonstrates the breadth of the subject highlighting some of the activities involved in managing performance, requiring a range of different skills and functional approaches. The
* Corresponding author. Tel.: 00302108035945
E-mail address: itriantaf@ba.aegean.gr
1877-0428 © 2013 The Authors. Published by Elsevier Ltd.
Selection and peer-review under responsibility of The 2nd International Conference on Integrated Information
doi:10.1016/j.sbspro.2013.02.100