Alignment in an inter-organisational network: the case of ARC transistance

We consider the processes of achieving alignment in coordinated inter‐organizational networks through a case study of a system development project in ARC Transistance, a network of European automobile clubs that cooperate to provide pan‐European service. The theoretical contribution of the paper is, first, an extended strategic alignment model for inter‐organizational networks that distinguishes between integration of IS with business strategy and infrastructure, and what we label ‘accordance’ between the strategies and infrastructures of the network and the member firms. Second, we propose that for a network organization, network and member strategies might be complementary as well as tightly coupled. We similarly argue that IS architectures for networks should strive for being ‘business strategy‐neutral’ to more easily accommodate the diversity of members. Finally, we discuss how the process of developing a network information system can be a driver towards network alignment, but how the lack of effective governance structures makes alignment harder to achieve.