This paper aims to explore the impact of organizational culture on information governance (IG) effectiveness at higher education institutions (HEIs). IT professionals, such as chef information officers, chief technology officers, chief information security officers and IT directors at HEIs were surveyed and interviewed to learn about whether organizational culture influences IG effectiveness. Several IG activities (processes) were identified, including information security, the function of an IG council, the presence of a Record Information Management department, the role of a compliance officer and information stewards and the use of an automated system or software to identify and maintain information life-cycle management.,This study was conducted using Cameron and Quinn’s (Cameron and Quinn, 2011) competing value framework. To evaluate organizational culture, using the competing value framework, four types of organizational culture profiles were used: collaboration, creation/innovation, controlling/hierarchy, and competition/result-oriented. The methodology included quantitative and qualitative techniques through the use of content analysis of data collected from participants. IT professionals, such as chef information officers, chief technology officers, chief information security officers and IT directors at HEIs were surveyed and interviewed to learn about whether organizational culture influences IG effectiveness.,Findings revealed organizational culture may influence IG effectiveness positively, especially from cultures of competition/result-oriented and control/hierarchy. Qualitatively, it also emerged that competition/result-oriented and control characteristics of organizational culture were perceived by IG professionals to produce more accurate information. One of the characteristics of organizational culture that became evident in the current study, coming from more than one subject, was the challenge in IG due to the presence of information silos. Trust, on the other hand, has been highlighted as the glue which can enable and drive governance processes in an organization.,The current study was conducted based on HEIs. While the current study serves as a baseline for studying IG in other institutions, its results cannot be generalized for other type of institutions. The results cannot be generalized for other types of not-for-profit or for-profit organizations. Many of the characteristics of the sample data were specific to HEIs. For instance, financial, manufacturing and health-care institutions present challenges inherent in those institutions.,Trust has been highlighted as the glue which can enable and drive governance processes in an organization. Respondents of current study have indicated that trust serving several different factors toward IG effectiveness, including freedom to speak freely in the meeting about impact of organizational culture on IG, wiliness of executives of administration, particularly the CIO, to communicate IG matters to institution, sharing information and being transparent, entrusting help desk staff and technical supervisors so users can communicate with them and share their concerns and perceiving “feeling of trust” in the organization, which would benefit the institution, allowing stakeholders to collaborate and work together to overcome issues when facing IG challenges.

中文翻译：

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组织文化对信息治理有效性的影响

本文旨在探讨组织文化对高等教育机构（HEIs）信息治理（IG）有效性的影响。对HEIs的厨师信息官，首席技术官，首席信息安全官和IT主管等IT专业人员进行了调查和访谈，以了解组织文化是否会影响IG的有效性。确定了几个IG活动（流程），包括信息安全，IG委员会的职能，记录信息管理部门的存在，合规官和信息管理员的角色以及使用自动化系统或软件来识别和确定维护信息生命周期管理。本研究是使用Cameron和Quinn（Cameron and Quinn，2011）的竞争价值框架进行的。为了评估组织文化，使用竞争价值框架，使用了四种类型的组织文化概况：协作，创造/创新，控制/层次结构以及竞争/结果导向。该方法包括通过对从参与者收集的数据进行内容分析来使用定量和定性技术。对HEIs的厨师信息官，首席技术官，首席信息安全官和IT主管等IT专业人员进行了调查和采访，以了解组织文化是否会影响IG有效性。竞争/以结果为导向和控制/层次结构。定性地，IG专业人员也意识到组织文化的竞争/结果导向型和控制型特征可以产生更准确的信息。在本研究中，来自多个主题的组织文化特征之一很明显，那就是由于信息孤岛的存在，IG面临的挑战。另一方面，信任已被强调为可以启用和驱动组织中的治理流程的粘合剂。当前的研究是基于HEI进行的。虽然当前的研究作为在其他机构研究IG的基准，但其结果不能推广到其他类型的机构。无法将结果推广到其他类型的非营利组织或营利组织。样本数据的许多特征特定于HEI。例如，金融，制造和医疗保健机构提出了这些机构固有的挑战。信任已被强调为可以启用和驱动组织内治理流程的粘合剂。当前研究的受访者表示，信任服务于IG有效性的几个不同因素，包括在会议上自由讨论组织文化对IG的影响，行政管理人员特别是CIO愿意将IG事宜传达给机构，共享信息且透明，委托服务台人员和技术主管，使用户可以与他们进行交流并分享他们的疑虑，并感知组织中的“信任感”，这将使该机构受益，