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Classification

658.4/038 22

Date

22. 3.2009 18:43:51

DDC

658.4/038 22

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Abstract

Human beings are information omnivores: we are constantly collecting, labeling, and organizing data. But today, the shift from the physical to the digital is mixing, burning, and ripping our lives apart. In the past, everything had its one place--the physical world demanded it--but now everything has its places: multiple categories, multiple shelves. Simply put, everything is suddenly miscellaneous. In Everything Is Miscellaneous, David Weinberger charts the new principles of digital order that are remaking business, education, politics, science, and culture. In his rollicking tour of the rise of the miscellaneous, he examines why the Dewey decimal system is stretched to the breaking point, how Rand McNally decides what information not to include in a physical map (and why Google Earth is winning that battle), how Staples stores emulate online shopping to increase sales, why your children's teachers will stop having them memorize facts, and how the shift to digital music stands as the model for the future in virtually every industry. Finally, he shows how by "going miscellaneous," anyone can reap rewards from the deluge of information in modern work and life. From A to Z, Everything Is Miscellaneous will completely reshape the way you think--and what you know--about the world.

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Footnote

The chapter by Wilson and Maceviciûtè should have been the first in the book, as it offers an informative, clearly laid out, research-based picture for IM. The chapter offers IM definitions, as mentioned earlier, and also covers a couple of major studies concerned with mapping diversity of content and topics studied in the IM field. RefViz, a visualization tool and an addition to EndNote, was used to map 462 articles published between 1999 and 2004 that had the term information management in their title. Figure 2.1 (Visualization of the IM literature), presents the map's 18 groups or clusters of documents. Two studies by Wilson also are presented. A study completed in 2004 covered the years 2000 to 2004 and reviewed five journals with articles about information activities. The 2004 study analyzed 190 articles from 383 authors. Wilson developed a number of categories about information activities as part of the 2000 and 2004 studies that indicate the scope of the articles analyzed and IM's diversity of subject matter. The remainder of the chapter presents comparative data between the 2000 and 2004 research studies. Joyce Kirk provides a hierarchy of five IM definitions. "IM as IT systems" and "information resource management" are two of these definitions. While it is difficult to clearly recognize any of the hierarchy statements as a definition for IM, what can be had from this hierarchy is the realization, as cviu te' and Wilson state in chapter 2, that IM "is used as an abbreviation for the management of IT, information systems management, management information systems, etc." (p. 20). Perhaps, the critical usefulness of the chapter resides not so much in that it offers any ready to apply definitions for IM but rather in that it provides an overall review about information. The latter can be helpful for a book intended as an information research reader and as an introduction to IM. WidenWulff examined 15 Finnish insurance businesses and developed scales for the measurement of open and closed organizations, and also presented learning organization attributes in different information environments. A 1999 study by Aiki Tibar about critical success factors (CSF) and information needs of successful Estonian companies is the centerpiece of the chapter. The study's findings are presented in relation to previous and more recent research on CSF. The study's methodology was qualitative in nature, involving semistructured interviews with managers and engineers from 25 of the most successful companies in Estonia; these companies were selected in a contest in 1998 as being included in the top 50 most successful companies. In terms of findings, IM was a CFS that was mentioned the most frequently.
Allen strikes a realistic note of the institutional importance of trust across teams of academics and administrators, and subsequently of the political behavior of academics and computer services administrators/ managers and the relation of the latter to information strategy formulation. Research was conducted at 12 university sites, information strategy process documents were analyzed, and 20 informants were interviewed at each site. The study's research focused on cross-case analysis (instead of an iterative approach to collection and analysis of data), research was longitudinal, and a grounded theory approach was employed. According to the author, findings confirm a similar position taken by Pettigrew (1977): "development of information strategy is the outcome of negotiated political relations" (p. 177). And for such negotiated political relations, the author concludes, trust is a necessary ingredient. It is important to reiterate that IM's scope requires a diversity of study methods and methodologies to address all issues involved. A multiplicity of information and IM definitions and the number of local and global issues that must be addressed, along with information's significance as resource and/or commodity in different types of organizations, necessitate diversity in information research. Each chapter has demonstrated a need to cover many aspects of IM and to ensure that there is as much clarity in that effort as possible, and yet differentiation of IM from other related fields such as KM clearly remains a top issue. As with any other effort to define a field's boundaries, the task at hand is not easy, but while definitions and boundaries are being worked out, there is always an opportunity to engage in fruitful discussions about scope and critical issues in information research."

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Date

22. 5.2007 10:37:38