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Abstract

While technological advances are constantly opening up possibilities for new formats and media, as well as the creation of more traditional products, and while the technology has been strongly promoted, little research has been conducted on the problems of using it cost effectively to create products or on testing and evaluating them: information management. Presents the findings from case studies in a range of business and institutions undertaken as part of a research programme designed to address both the practical and theoretical deficiencies

Source

Managing information. 2(1995) no.12, S.22-25

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Abstract

This article presents a brief history of the development of ideas about national and organizational information policies, from the first establishment of a UK Ministry of Information in the First World War to the present day. The issues and tensions that have characterized attempts to develop and implement policies on the national and organizational scale are discussed, with particular reference to: the power relations between the parties to them; the relative significance accorded to information technology and information content; the transition from formulating policy to acting on it; and the threats to the survival of those policies that get as far as implementation. In conclusion, the contribution to date of information science to the theory and practice of information policies is assessed, and suggestions are offered on directions for future efforts, in the light of the past of this interesting field.

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Footnote

Rez. in: JASIST 56(2005) no.14, S.1556-1557 (J. Graef): "On one level, Information Strategy in Practice by Elizabeth Orna is a handbook an how to create an "information strategy." On another, it is a commentary an changing information roles and responsibilities in organizations. The main theme is aimed at information professionals (usually librarians) who want to learn the nuts and bolts of how to conduct an "information audit," how to develop an "information policy," and how to create an "information strategy." The subtext-that information management is everyone's responsibility-is a more radical (and interesting) message. An information strategy as defined by the author is an action plan for managing and applying an organization's information resources and supporting its essential knowledge base (the people who contribute and use information to achieve the organization's objectives). The emphasis is an a specific problem, function, or departmentnot the entire enterprise. For example, a strategy might be aimed at capturing knowledge that is transferred informally among employees or making an information system more efficient, less error prone, and more accessible. According to Orna, an information strategy is the last stage of a three-step process that begins with an audit (needs assessment), which is the basis tot a policy (objectives, priorities, and metrics). As she defines it, the audit describes "what is" in terms of information use. The policy describes "what should be," and the strategy shows how to get from "what is" to "what should be." Table l compares the three processes. The audit example is Orna's; the policy and strategy examples are mine. . . .

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Date

30. 6.2005 20:52:22