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A Multi-Case Study Approach of Interorganizational Information Systems Advantages in the Tunisian Au.doc

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A Multi-Case Study Approach of Interorganizational Information Systems Advantages in the Tunisian Au.doc

A Multi-Case Study Approach of Interorganizational Information Systems Advantages in the Tunisian Au 　　Received 19 February 2012; Accepted 25 April, 2012 　　Abstract 　　A great deal of controversy exists about the impact of Information technology on the global performance within the supply chain. Many theoretical explanations could be advanced to cover this issue. The present paper discusses this problematic and proposes that the climate of the interorganizational relationships could moderate the advantages of Interorganizational Information systems within the Supply Chain. 　　The propositions of the study are tested in the automotive components supply chain in the Tunisian context. The methodology adopted is the multi-case study approach within four companies. Results confirm the moderation effect of the climate of IORs on the success of IOS. More precisely, the attributes; interorganizational dependence and interorganizational commitment presented remarkable effects on the performance of the automotive components supply chain. Moreover, the findings generated four configurations based on the dimensions of IOS impact and IORs climate. 　　Key words: IOS advantages; IORs climate; Supply chain performance; Case studies; Configurations 　　Tharwa Najar, Mokhtar Amami (2012). A Multi-Case Study Approach of Interorganizational Information Systems Advantages in the Tunisian Automotive Components Supply Chain. International Business and Management, 4(2), xx-xx. Available from: URL: /index.php/ibm/article/view/j.ibm.1923842820120402.1150 　　DOI: /10.3968/j.ibm.1923842820120402.1150 　　INTRODUCTION 　　The international economic environment is characterized by a continuous emergence of new entrants, globalization, increased economy interdependencies and removal of trade barriers. In the same context, digitalization and new rules of information economy (Shapiro Varian, 1998) are shifting the way of thinking in management and increasingly shaping business processes, coordination m