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Background:

The following thesis investigates the four dimensions of a newly developed concept called information management motivation (IMM) (a person's perceived willingness to make effective use of information), to identify how organizational interventions can affect each of these dimensions. These four dimensions are information proactiveness (willingness to actively use information and learn), transparency (willingness to disclose negative information), formality (willingness to readily use official sources of information) and sharing (willingness to distribute objective information in a collaborative fashion). The focus is set on so-called information intensive workers, defined as professional knowledge workers as well as those (information) workers strongly depending on information to perform their work, since they are heavily influenced by information management, and thus, present the optimal information source for the exploration of the IMM concept.

Aim:

The overall research question of the thesis is "How do information intensive workers perceive different organizational interventions as affecting their information management motivation (IMM)?". This involves exploring organizational interventions which influence IMM in a supporting and hindering manner (objective 1&2) and understanding how or why these interventions are perceived as influential (objective 3).

Methodology:

Qualitative research via semi-structured interviews in two cases was done. Case 1 is a small German landscaping architecture company (total of 9 employees), in which 5 landscaping architects/designers were interviewed. Case 2 is made up by a large international cruise liner, with strong hierarchical structure, multinational employees and vertical communication, in which 6 employees of the Guest Service Department were interviewed.

Findings:

Intrinsic motivation was emphasized as of key importance for information proactiveness. For information transparency it was considered most importantly to provide a save and supportive environment to minimize the fear of (psychological) harm. Key driver of motivation for information formality depends on the availability of useful sources and employees’ capabilities to use them. Lastly, open communication culture and positive team atmosphere was considered prerequisite for motivation for all dimensions, above all information sharing.

Conclusion:

Information intensive workers mostly perceive organizational interventions as affecting their IMM by providing the appropriate tools to develop needed capabilities, or by providing a stimulating working environment to act out their already existing intrinsic motivation.