In this study, we employ the lens of the resource-based view of the firm to examine the strategic value of IOS- enabled interorganizational integration. We first develop the key construct of IOS-enabled interorganizational integration, identifying and defining its two dimensions: interorganizational system integration and business integration. Next, we propose that while the two dimensions have positive impacts on operational performance, only interorganizational business integration has strategic value. The data for this study were collected through a survey of firms in mainland China. The results provide empirical support for our propositions. The study contributes to research by providing a clear conceptualization of IOS-enabled interorganizational integration, establishing the theoretical link between its two dimensions and operational and strategic performance, developing scales for interorganizational system integration and business integration, as well as providing data on the IOS experience of Chinese firms.