In the contemporary organizational context, the sharing and transfer of knowledge plays a significant role, and therefore, it is important to overcome internal and external barriers for them to be processed. This can be facilitated by the implementation of information and knowledge governance (GovIC), an emerging interdisciplinary approach that crosses the fields of information sciences, business sciences, and human resources sciences. The problem is that, in addition to being a new construct and still little studied, conceptual divergences are fed by the amplitude the possible dimensions of analysis. In this context, the objective of this study emerges in identifying the conceptualization of the construct of information governance and knowledge proposed in the scientific literature to support its better understanding and perspective of future investigations. A theoretical research was conducted through a systematic literature review, followed by an analysis of the most relevant publications on the subject.
Top1. Theme And Search Problem
“Governance” is a well-known term in the business world. It has been focused mainly on the role of management in representing and defending the interests of shareholders. The fundamental role of governance is to monitor and control the behavior of managers, who are hired to preside over the day-to-day functioning of organizations. Perhaps the best-known use is at the corporate level: “corporate governance”, such as the set of processes, customs, policies, laws that affect the way the corporation/company is run, managed, or controlled. Corporate governance also includes the relationships between the stakeholders involved and the objectives for the company. The main stakeholders are shareholders, employees, suppliers, customers, banks and other creditors, regulators, and the community.
Therefore, the proper use of information (and not only its production) is of vital importance and, therefore, adequately a candidate for governance. We believe (it is our premise) that organizations that have an implemented process of information governance are more effective in identifying sources, collecting, processing, and using information and increase created values for other sources of information. Information governance involves defining the global and immediate or transactional environment, identifying new opportunities, rules and decision-making power for the evaluation, creation, collection, analysis, distribution, storage, use and control of information, which answers the question:
“What is the information that managers need for support in decision making, how they make use of it and who is responsible for it?”
Research into current practice reveals that in many organizations, if not all, a comprehensive information governance policy, Economist Intelligence Unit, (2008), especially for external and free information, and often the policies and processes they have, are not effective.
Top3. Goals
This article aims to reflect on the process of construction of the Information and Knowledge Governance Policy, based on the aggregation of existing literature. The first steps were taken in defining such policies and processes from a compliance perspective, in a more exploratory way, (Donaldson, and Walker, 2004).
The value of information is used, and aspects of governance are discussed to optimize the use of information. We continue with a discussion on the aspects of governance and the various mechanisms that have been explored so far. We conclude with clues for new investigations of information and knowledge governance. This research is, by definition, a full and unconditional attempt to combine rigor (academically speaking) and relevance (from the point of view of practice). The governance of Information and Knowledge is “strictly relevant” in both theory and practice.