The aim of this paper is to explore the impact of the organizational culture on the IS strategic alignment. Our quantitative and qualitative analyses of the literature show very weak awareness of this dimension. This impact was tested among a selection of European and local firms operating in Tunisia and which were in the post-changeover phase of their ERP systems. Four case studies were carried out from semi-structured interviews among General Managers (GM), IT and Business Department Executives. The results of the content analysis highlight the need to take organizational culture into account as a potential stimulator for strategic alignment. A “Clan Culture” that is sufficiently based upon the values of transparency, cooperation and partnership are likely to promote IS strategic alignment.
