Please use this identifier to cite or link to this item: https://doi.org/10.1016/j.dss.2004.12.003
Title: A strategic analysis of inter organizational information sharing
Authors: Li, J.
Sikora, R.
Shaw, M.J.
Woo Tan, G. 
Keywords: E-commerce
Electronic markets
Information sharing
Supply chain management
Issue Date: 2006
Source: Li, J., Sikora, R., Shaw, M.J., Woo Tan, G. (2006). A strategic analysis of inter organizational information sharing. Decision Support Systems 42 (1) : 251-266. ScholarBank@NUS Repository. https://doi.org/10.1016/j.dss.2004.12.003
Abstract: In this paper we study the effect of inter organizational information sharing strategies on firm level performance under both stable as well as volatile market conditions. We use information exchange in a supply chain as a representation of inter organizational information sharing, and study five strategies for information sharing that range from minimal to near-complete information exchange. We present analytical evaluation of the relative performance of these strategies and experimental results from a proof-of-concept system. Our results show that near-complete information sharing that combines more than one type of information being shared has better performance in volatile market conditions. © 2004 Elsevier B.V. All rights reserved.
Source Title: Decision Support Systems
URI: http://scholarbank.nus.edu.sg/handle/10635/42587
ISSN: 01679236
DOI: 10.1016/j.dss.2004.12.003
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