A short-form measure of user information satisfaction: a psychometric evaluation and notes on use
Journal of Management Information Systems
Managing Information Technology: What Managers Need to Know
Managing Information Technology: What Managers Need to Know
Predicting knowledge sharing practices through intention: A test of competing models
Computers in Human Behavior
Would you share? Predicting the potential use of a new technology
Telematics and Informatics
Evaluation of factors influencing knowledge sharing based on a fuzzy AHP approach
Journal of Information Science
Sharing information for product quality and food safety in China: barriers and enablers
Proceedings of the 2nd international conference on Theory and practice of electronic governance
Governing the data commons: Policy, practice, and the advancement of science
Information and Management
Programmer perceptions of knowledge-sharing behavior under social cognitive theory
Expert Systems with Applications: An International Journal
Information Technology and Management
Exploring the affect factors of knowledge sharing behavior: The relations model theory perspective
Expert Systems with Applications: An International Journal
Journal of Management Information Systems
Computers in Human Behavior
Towards a smart State? Inter-agency collaboration, information integration, and beyond
Information Polity - ICT, public administration and democracy in the coming decade
Hi-index | 0.00 |
Information resource management (IRM) asserts that information is a resource that managers should use wisely to improve their organization's operations and to ensure that their company is competitive in today's marketplace. One IRM principle is sharing information in ways that enhance efficiency and effectiveness. Yet, there are many examples where information is not readily shared. Workers' beliefs and attitudes towards sharing information may help explain this shortcoming. In this study, we propose a model that defines the influences on one's intent to share information, based upon the theory of reasoned action (TRA). We then test our model by surveying the workers in a unit of a large governmental organization that often fails to reap the benefits, despite proclamations of support for IRM principles. Our study explored the employees' beliefs and attitudes about sharing organizational information and suggests that the role that attitude plays may be more complicated than first considered.