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Intensified competition, splintered mass market, shortened product life cycles, and advanced technology and automation let companies to crease the IT investment to meet the changes. Although IT investment increased, IS didn't show the visible outcome. One of the major interest of IS managers is how to demonstrate the business value of the firm's investment in information technology. This paper proposes the revised model of Nelson & Cooprider [1990] regarding shared knowledge between IS and line groups. Knowledge can be shared through mutual trust, mutual influence and communication between these two groups. The revised model including communication is tested empirically using LISREL. The results show that shared knowledge mediated the relationship between IS performance and mutual trust, mutual influence and communication. And shared knowledge between IS and line groups increase IS performance. IS managers should develop mutual trust, mutual influence and communication between these groups to achieve more shared knowledge and higher IS performance.