A strategic analysis of inter organizational information sharing

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.