Information culture and business success
Organizations are drowning in information that flows in from different channels. They hence need the ability to effectively manage it as knowledge and this is a prerequisite for innovativeness and business success (Widen-Wulff, 2000). As early as 1993, Ginman wondered how access and the utilization of information could be improved to lead to successful business. She concluded that the answer could be found in the identification of the characteristics of positive information cultures and their implementation according to the needs of the organization. Information is defined as part of corporate culture and a corporate culture that emphasizes information issues is related to positive company performance (Hdglund, 1998). For organizations to achieve superior business performance, Choo et al. (2006, p. 494) argued that they must have the following capabilities:
- • Information technology practices: the capability to effectively manage IT applications and infrastructure to support operations, business processes, innovation, and managerial decision making.
- • Information management practices: the capacity to manage information effectively over the life cycle of information use, including sensing, collecting, organizing, processing, and maintaining information.
- • Information behaviors and values: the capability to instill and promote behaviors and values in people for effective use of information.
Widen-Wulff (2000) was of the view that many professionals, policy makers, and managers lack a proper understanding of the role of information management, technologies, and knowledge sharing as causes, catalysts, facilitators, and obstacles in a work place. Though information management has been a domain of the IT departments, today’s information landscape requires the engagement of top management because it is no longer just a technological issue. The competitive business environment requires access to timely and high-quality information and this hinges on well-designed information management governance models. The quality of information affects decisionmaking processes and, therefore, top management has the responsibility to define the information needed to run the business successfully (Tieto Corporation, 2013).