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Companies today are repeatedly recognizing that making quality decisions depends upon the quality of information available to support these decisions (Ge & Helfert, 2008), thus making the provision of quality information the key to gaining a competitive advantage (Salaun & Flores, 2001). Nevertheless, simply acquiring or possessing information is not directly related to company's performance, but it is rather the utilization of information (as reflected in the decision-making process) that is the key link between information acquisition and the company's performance (Souchon & Diamantopoulos, 1996). If companies want the available quality information to contribute to their performance, such information must be used to improve their decision-making (Raghunathan, 1999). In the information systems (IS) field information quality and use have played an important role in defining success of various IS (DeLone & McLean, 1992, 2003). Yet, research suggests there is insufficient data to support information quality--information use interrelationship of IS success at both individual and organizational level of analysis (Petter, DeLone, & McLean, 2008). The well established DeLone & McLean IS Success Model, while comprehensive for measuring the success of various IS, it does not take into account additional dimensions regularly present in companies and impacting the relationships of DeLone & McLean's IS Success Model constructs. One such important dimension is organizational culture (Gottschalk, 2007) and more specifically its sub dimension: the decision making culture. With this research, focusing on organizational level, we aim to address the question of how does a company's decision making culture affect the use of available quality information in a company. The purpose of the paper is to explore the moderating effect of company's decision making culture on the relationship between information quality and use of information. The outline of the paper is as follows: Section 2 introduces the fields of information quality, use of information and decision making culture. Section 3 aims to present the methodological framework for the study, while Section 4 deals with the testing of the proposed research model in different industries and the hypothesis. Section 5 concludes with a summary, a discussion of the main findings, and future work. Information Quality, Use, and Decision Making Culture In today's business environment quality information is a matter of primary interest. For more and more companies, information has increasingly become a critical resource and an asset in their business processes (Kirk, 1999). According to Stvilia, Gasser, Twidale, & Smith (2007), for companies' "processes that depend on information, the quality of information is one of the key determinants of the quality of their decisions and actions". The contribution of high-quality information to companies is that it makes it easier to convert available information into knowledge, by helping to interpret and evaluate the information, by assisting the connection with prior knowledge, and by facilitating the application of the information to new contexts (Eppler & Wittig, 2000). While it is broadly recognized that information plays a critical role in the success of companies (C. W. Choo, 1996; Davenport, 2006), any information per-se acquired by decision-makers will deliver little impact on final performance of a company (Collins, 2001) if it is not actually used in the making of decisions (Davenport & Beers, 1995; Howson, 2007). To contribute to company performance information must be good quality and support decisions in those organizational processes whose results add value to companies. Moreover, proper organizational culture, especially decision making culture, might reinforce the use of information provided by IS (Gottschalk, 2007; Wang & Yeoh, 2009). …

issues in informing science and information technology/issues in informing science and information technology education

Exploring the Impact of Decision Making Culture on the Information Quality – Information Use Relationship: An Empirical Investigation of Two Industries