In the ever-evolving landscape of corporate mergers and acquisitions, the significance of technology and information systems integration cannot be overstated. Throughout the 20th century, the methods for implementing mergers and acquisitions gradually evolved, leading to a more structured approach by corporations. However, it was in the 1980s that these corporate transactions began to have a profound impact on organizations, a trend that continues to this day. As businesses recognized the need to integrate not only physical assets but also data and information, the role of technology and information systems (IS) became paramount. In today's corporate landscape, data, including processes and trade secrets, holds equal importance to physical assets. Managing and operating these digital assets require sophisticated software and systems (Robbins & Stylianou, 1999). Modern corporate mergers bring forth new challenges, particularly in the realm of technology and IS. Successfully navigating these challenges necessitates a specific skill set in management to facilitate the merger process, incorporate IT into pre-acquisition planning, and mitigate potential business losses. One crucial aspect is managing the integration process to ensure that it aligns with the strategic objectives of the merger while maintaining day-to-day operational efficiency. However, IT-related issues often lead to post-acquisition performance problems. To harness the full benefits of integration, organizations must clearly understand the interdependencies among their systems and align them with their business goals. This dissertation embarks on a comprehensive exploration of these issues through a mixed-method research approach. It includes a literature review, data analysis, and the examination of implications and findings. The goal is to shed light on the critical role of technology and IS integration in the mergers and acquisitions process, ultimately offering insights into how organizations can maximize the benefits of these transactions.