In this paper we develop a typology of Green IS strategies and address two research questions: 1) What different types of Green IS strategies can be identified in a real-life context? 2) How do firms with distinct Green IS strategies conceive the role of Green IS within their organization? We begin with the a priori definition of Green IS strategy and conduct an exploratory case study that examines multinational companies from different industries. Across these cases, four distinct Green IS strategies are identified as a result of a within-case analysis and the emerging patterns are more closely defined using a cross-case analysis. Insights are compared with extant literature and findings are consolidated in five propositions that outline characteristics of Green IS strategies. These propositions guide the conceptualization of a typology of Green IS strategies which illustrates four generic strategies: Green IS for Efficiency, for Innovation, for Transformation, and for Credibility