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Please use this identifier to cite or link to this item: https://doi.org/10.1016/j.dss.2004.12.003
DC FieldValue
dc.titleA strategic analysis of inter organizational information sharing
dc.contributor.authorLi, J.
dc.contributor.authorSikora, R.
dc.contributor.authorShaw, M.J.
dc.contributor.authorWoo Tan, G.
dc.date.accessioned2013-07-11T10:13:04Z
dc.date.available2013-07-11T10:13:04Z
dc.date.issued2006
dc.identifier.citationLi, 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
dc.identifier.issn01679236
dc.identifier.urihttp://scholarbank.nus.edu.sg/handle/10635/42587
dc.description.abstractIn 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.
dc.description.urihttp://libproxy1.nus.edu.sg/login?url=http://dx.doi.org/10.1016/j.dss.2004.12.003
dc.sourceScopus
dc.subjectE-commerce
dc.subjectElectronic markets
dc.subjectInformation sharing
dc.subjectSupply chain management
dc.typeArticle
dc.contributor.departmentINFORMATION SYSTEMS
dc.description.doi10.1016/j.dss.2004.12.003
dc.description.sourcetitleDecision Support Systems
dc.description.volume42
dc.description.issue1
dc.description.page251-266
dc.description.codenDSSYD
dc.identifier.isiut000241097000015
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