Goal Of Information Management Research Articles

Elements of an Information Management Framework

Frameworks support the realization of goals. Information management is essential in all sectors in today's environment. It is essential to establish an information management framework to guide the realization of the goal of information management in different sectors. Information Management Frameworks (IMFs) are scanty and are designed for specific contexts leading to difficulty in thinking when developing and evaluating IMFs in sectors that want to streamline their information management practices. Documented IMFs were reviewed to establish elements of an underlying information management framework. The findings show that people, processes & practices, technology, budget, leadership, facilities and facilitation, and rules & regulations are essential elements.

Information culture and its influences in knowledge creation: Evidence from university teams engaged in collaborative innovation projects

This paper empirically analyzes the typology of information cultures (TICs) developed by Choo ((2013). International Journal of Information Management, 33, 775). The primary objective is to identify information behaviors and values that could describe the information culture in the context of project team work while knowledge creation occurs, resulting in technological innovation. The secondary aim is to find resulting relationships between the TICs and the modes of knowledge conversion. Twelve university project teams were selected to participate in the study. The teams are part of the Partnership for Technological Innovation Research Program (PITE) from the São Paulo Research Foundation (FAPESP), Brazil. The qualitative technique of categorical content analysis was used. The data analysis is based on a set of five attributes: (i) the primary goal of information management; (ii) information values and norms; (iii) information behaviors in terms of information needs, (iv) information seeking, and (v) information use. The main results are twofold. First, we confirmed the existence of two dominant culture profiles, as hypothesized by Choo ((2013). International Journal of Information Management, 33, 775). Second, results also showed plausible relationships between the risk-taking culture and externalization of knowledge; the rule-following culture and the combination of knowledge; result-oriented culture and internalization of knowledge; and the relationship-based culture and socialization of knowledge.

Information culture and organizational effectiveness

This paper develops a typology of information cultures by synthesizing empirical and theoretical research in organization science and information science. Four information culture types are proposed. In a Result-oriented culture, the goal of information management is to enable the organization to compete and succeed in its market or sector. In a Rule-following culture, information is managed to control internal operations, and to reinforce rules and policies. In a Relationship-based culture, information is managed to encourage communication, participation, and a sense of identity. In a Risk-taking culture, information is managed to encourage innovation, creativity, and the exploration of new ideas. We expect most organizations to display to varying degrees norms and behaviors from all four types, and that the information culture profile of an organization would be related to its effectiveness. The paper ends by looking at the practical and theoretical value of a systematic examination of information culture and its link to organizational effectiveness.

A Cognitive Task Analysis of Information Management Strategies in a Computerized Provider Order Entry Environment

ObjectiveComputerized Provider Order Entry (CPOE) with electronic documentation, and computerized decision support dramatically changes the information environment of the practicing clinician. Prior work patterns based on paper, verbal exchange, and manual methods are replaced with automated, computerized, and potentially less flexible systems. The objective of this study is to explore the information management strategies that clinicians use in the process of adapting to a CPOE system using cognitive task analysis techniques. DesignObservation and semi-structured interviews were conducted with 88 primary-care clinicians at 10 Veterans Administration Medical Centers. MeasurementsInterviews were taped, transcribed, and extensively analyzed to identify key information management goals, strategies, and tasks. Tasks were aggregated into groups, common components across tasks were clarified, and underlying goals and strategies identified. ResultsNearly half of the identified tasks were not fully supported by the available technology. Six core components of tasks were identified. Four meta-cognitive information management goals emerged: 1) Relevance Screening; 2) Ensuring Accuracy; 3) Minimizing memory load; and 4) Negotiating Responsibility. Strategies used to support these goals are presented. ConclusionUsers develop a wide array of information management strategies that allow them to successfully adapt to new technology. Supporting the ability of users to develop adaptive strategies to support meta-cognitive goals is a key component of a successful system.

Information Seeking and Avoiding in Health Contexts

Information management is an important component of coping with illness and illness-related uncertainty. Normative theory and research on information seeking and avoiding in health contexts can help explain why some information management activities are more adaptive than others. Challenges and dilemmas of information management include relational demands (e.g., the need to coordinate the behaviors and goals of the participants) and contextual features (e.g., cross-cultural considerations or channels available for information seeking and providing). Issues that need to be addressed in a normative approach include (a) how information management goals can be accomplished while still accounting for other goals (e.g., identity management or relational maintenance), (b) what roles interpreters can play to facilitate effective cross-cultural information exchange (e.g., as cultural informants), and (c) how information seekers can best manage conflicting or overwhelming information when confronted with messages from multiple channels.