While information systems (IS) have long been designed and used to support strategic decision making by top managers, there has been scant empirical research assessing the bottom-line performance impact of such IS support. Drawing from the recent resource-based approach to studying the strategic impact of IS, this paper argues that firms may achieve profitability gains from providing IS support for strategic decision making if the IS support was complemented by firm-specific organizational culture and structure. This argument received some initial support from a field study.