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This paper explore the role of the cultural dimension in IS strategic alignment, focusing its analysis on the impact of organizational culture. A theoretical exploration crossing the field of the IS strategic alignment
with that of organizational culture has enabled us to both substantiate and justify the cultural assumption which was tested among four Tunisian firms which were in the post-changeover phase of their ERP
systems. Twelve interviews were made with a selection of General Managers (GM), IT and Business Department Executives. The analyses of the empirical material show that a “Clan Culture” (Cameron &
Quinn, 1999) based upon the values of communication, information sharing and internal partnership has a significant impact on IS strategic alignment. Such results provide empirical evidence of the relevance of
taking into account the cultural assumption as a potential stimulator for IS strategic alignment.
NESRINE CHTOUROU BEN AMAR. (2016) IS Strategic Alignment: The Clan Culture's Impact. A Four Case Study (Tunisia), International Review of Management and Business Research, Volume 5, Issue 3.
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