Information culture is closely linked with Information Technology , Information Systems and digital world. It is difficult to give one definition of Information Culture and many approaches exist.
The Literature Regarding Information Culture Focuses on the relationship entre Individuals and information In Their work. Curry and Moore  Curry and Moore  Curry and Moore  Curry and Moore  Information Processing Furness, 2010, Oliver, 2007, Davenport and Prusak, 1997, Widen-Wulff, 2000, Jarvenpaa and Staples, 2001).  Information Culture is a culture that is conducive to effective information management where the value and utility of information in achieving operational and strategic goals is recognized,
Ginman  Definitions Information Culture as the culture in which the transformation of intellectual resources is maintained alongside the transformation of material resources. Information Culture is the environment where knowledge is produced with social intelligence , social interaction and work knowledge. Multinational organizations (MNOs) are united by their commitment in global markets (Umanath & Campbell, 1994). In order to remain competitive in today’s global marketplace. 
In many organizations Information Culture is described as a form of Information Technology. As Davenport  writers, many executives think they solve all information problems with buying IT-equipment. Information Culture is a part of Information Culture, which has an interactive role in it. 
Information Culture is the part of organizational culture. In an organization everyone has different attitudes, but the information profile should be explained, so the importance of information should be realized by executives. The Information Culture is also about information technology, common knowledge, individual information systems, and information ethics.  Information Culture does not include written or conscious behavior and what seemingly happening in the organization. Information Culture is affected by the factors of the organization of the organization. Information Culture deals with information, information channels, the attitudes, the use and ability to forward or gather information with the environmental conditions effectively. According to Nonaka’s  theories about the organizational knowledge production and Cronin & Davenport’s  theories about the social intelligence. According to these theories it is important to look at the organization. Cultural differences in an organization in another country.  The use and ability to forward or gather information with the environmental conditions effectively. According to Nonaka’s  theories about the organizational knowledge production and Cronin & Davenport’s  theories about the social intelligence. According to these theories it is important to look at the organization. Cultural differences in an organization in another country.  The use and ability to forward or gather information with the environmental conditions effectively. According to Nonaka’s  theories about the organizational knowledge production and Cronin & Davenport’s  theories about the social intelligence. According to these theories it is important to look at the organization. Cultural differences in an organization in another country.  According to Nonaka’s  theories about the organizational knowledge production and Cronin & Davenport’s  theories about the social intelligence. According to these theories it is important to look at the organization. Cultural differences in an organization in another country.  According to Nonaka’s theories about the organizational knowledge production and Cronin & Davenport’s  theories about the social intelligence. According to these theories it is important to look at the organization. Cultural differences in an organization in another country.  Cultural differences in an organization in another country.  Cultural differences in an organization in another country. 
A highly developed information resource. Choo et al.  at at Information Culture as the socially shared patterns of behaviors, norms and values that define the significance and use of information in an organization. Also, scholars like Manuel Castells posits that the Information Culture transcends the confines of organizations and government participation through policies for achieving the norms and values.  Norms are standards and values are both beliefs and together. In so far, Information is the reflection of cultural norms and values. Marchand, Kettinger and Rollins  identifies six information behaviors and values to profile an organization Information Culture:
- Information integrity is defined as the use of information in a trustful and principled manner.
- Information formality is the willingness to use and trust formal information over informal sources.
- Information control is the key to the performance of the company.
- Information transparency is the openness in reporting on errors and failures.
- Information sharing is the willingness to provide others with information.
- Proactiveness is actively using new information to innovate and respond quickly to changes.
Information Culture typologies
Based on a construction Widely applied from Cameron and Quinn  That has-been used to Differentiate organizational culture, kinds and Their relationships to organizational effectiveness, Choo  Develops a typology of Information Culture. He emphasizes elements from information behavior research.  The Information Culture typologies are by a set of five attributes:
- The primary goal of information management
- Information values and norms
- Information behaviors in terms of information needs
- Information seeking
- Information use
In addition, Choo classifies Information Culture into four categories: Relationship-based Culture, Risk-taking Culture, Result-oriented Culture, and Rule-following Culture.
Relationship-based Culture: information management supports communication, participation, and a sense of identity. Information values and norms emphasize sharing and the proactive use of information. These values promote collaboration and cooperation. The focus is on internal information.
Risk-taking Culture: innovation, creativity, and the exploration of new ideas are encouraged while information is managed. Information values and norms emphasize sharing and the proactive use of information. These values promote innovation, development of new products or capabilities, and the boldness to take the initiative. The focus is on external information. Information is used to identify and evaluate opportunities, and promote entrepreneurial risk-taking.
Result-oriented Culture: information management. Information values and norms call attention to control and integrity. Information is used to understand customers and competitors, and to evaluate results.
Rule-following Culture: information management. Information values and norms emphasize control and standardized processes. The focus is on internal information. The organization seeks information about workflows, as well as information about regulatory or accountability requirements. Information is used to control operations, improve efficiency, and provide accountability.
Information Culture in government organization
Information governance is the first step in the development of a system of governance. Most public sector organisms in Canada-have informal information governance models (or policies)  Davenport and Prusak Eccles  -have Developed oven models of information governance, to inform a progression of control. They describe the levels of information governance information, political information, information feudalism, information monarchy, and information anarchy. Their observations allow to evaluate the effectiveness of their models in terms of information quality, efficiency, commonality, and access.
Oliver’s  OECD / OECD / OECD / OECD / OECD / OECD / Information Culture.
That research suggests poor compliance to formal information governance policies  reinforces the fact that sound knowledge and records management practices are Often neglected.
Information Culture affects support, enthusiasm and cooperation of staff and management of information, asserts Curry and Moore.  If such an information is used, then it becomes vital to develop and nurture the commitment of both management and staff at all levels. Curry and Moore  have developed an exploratory model of Information Culture, which includes components needed within a strong Information Culture: effective communication flows, cross-organizational partnerships, co-operative working practices In accordance with the principles set out in the Directive. Trust is a new book on the history of literature. The social dynamics between supervisors and workers relies on trust, or the lack of trust, which will also have an effect on information sharing.
Information Culture and Information Use
Curry and Moore  define Information Culture as “a culture in which the value and utility of information in achieving operational and strategic success is acknowledged, where information forms the basis of organizational decision making and information technology is readily exploited as an enabler for effective Information systems “. Information Culture is manifested in the organization of values, norms, and practices that affect how information is perceived, created and used.  The six information behaviors and values identified by Marchand  to characterize the Information culture of an organization are information integrity, formality, control, sharing, transparency, and proactiveness. A part of culture that deals specifically with information -the perceptions, Values, and norms that have a significant effect on information use outcomes. It is possible to systematically identify behaviors and values that describe an organization. It is possible to systematically identify behaviors and values that characterize an organization’s information as well as publicly funded institutions such as libraries and museums. A study by Choo and others suggested that in the rush to implement strategies and systems, Information values and information culture will always have a defining influence on how people share and use information. 
Information Culture and Organizational Culture
In industrialized countries, most of the diseases and injuries are related to mental health problems and are the main reason of employees absenteeism. There are many causes of stressors and stressors that cause psychological strain and illness. Paying more attention to organizational culture paves the way for a contextualized analysis of stress and distress in the workplace. An integrated framework for organizational culture and mental health in the United States. Organizational cultures somehow intertwined with. Information Culture is a part of Organizational Culture. The framework links organizational culture to mental health through work organization conditions and is inscribed within the functionalist perspective that views culture as an organizational construct that influences and shapes organizational characteristics.  Organizational culture is conceptualized in terms of the quadrants of the Quinn and Rohrbaugh  typology. Which are Group Culture, Developmental Culture, Hierarchical Culture and Rational Culture. ALTHOUGH work organization and organizational requirements are growing étroitement intertwined, They shoulds not be confounded (Detert, Schroeder & Mauriel;  Schein;  Witte & Muijen, 1999). (Taras, Kirkman, & Steel, 2010), organizational culture might influence organizational conditions. Schein  views organizational culture as a multilayered construct that includes artifacts, values, social ideals, and basic assumptions. Artifacts such as behaviors, structures, processes, and technology form a first layer. At a more latent level, organizational culture is noticed in the values and social ideals shared by members of the organization (ie, ideology of the organization).
Group Culture encourages employees to make suggestions regarding how to improve their own work and overall performance. As a result, the group culture creates an empowering environment in which individuals perceive they have autonomy and influence. Consequently, in the Group Culture, they have the skills to carry it out.  Considering also that information sharing is an important feature of employee participation, informational support from leaders is likely to be high in the group culture. Group Culture tends to develop tasks which promote the use of skills and decision authority, which are protective factors,
Developmental Culture is a highly skilled, knowledgeable and skilled worker. In Developmental Culture, employees are likely to enjoy significant health benefits.
Hierarchical Culture is a socially and culturally diverse society. In this type of culture, it could well be seniority that determines both compensation and career advancement, giving employees a certain level of job security.
Rational Culture with clear performance indicators and measurements is likely to minimize conflicting demands that could be beneficial for mental health. Integration of organizational culture into occupational stress models is a fruitful avenue to achieve a deeper understanding of occupational mental health problems in the workplace and this framework can also be used as a starting point for multilevel occupational stress research.
- Information technology
- Information Systems
- Information management
- Organizational culture
- Social intelligence
- Social relationship
- ^ Jump up to:a b c d e Curry, A. and Moore, C. (2003). Assessing information culture – an exploratory model. International Journal of Information Management , Vol. 23 No. 2, p. 91-110
- ^ Jump up to:a b Wright, T. (2013). Information culture in a government organization. Records Management Journal , 23 (1), 14-36
- Jump up^ Oliver, G. (2011), Organizational Culture for Information Managers. Chandos Publishing
- Jump up^ Ginman, M. (1988). Information culture and business performance. IATUL Quarterly, 2 (2), 93-106
- Jump up^ Guo, Zixiu, and John D’Ambra. “The Influence of National and Organizational Cultures on Technology Use”. Journal of Global Information Management 17.4 (2009): 74-94. Web. http://www.igi-global.com/article/influence-national-organizational-cultures-technology/37216
- Jump up^ Davenport, TH (1994). Saving IT’s Soul: Human-Centered Information Management. Harvard Business Review, 72 (2), 119-131
- ^ Jump up to:a b Choo, CW (2013). Information culture and organizational effectiveness. International Journal of Information Management , 33, 775-779.
- ^ Jump up to:a b Cronin, B. and Davenport, E. (1993). Social Intelligence. Annual Review of Information Science and Technology (ARIST) , 28, 3-44
- Jump up^ Nonaka, I. (1994) A Dynamic Theory of Organizational Knowledge Creation. Organization Science, 5 (1), 14-37
- Jump up^ Leidner, Dorothy E et al. A Multicultural Perspective Of The Impact Of EIS On Organizational Intelligence, Decision Making And Structure. 1st ed. Fontainebleau: INSEAD, 1997.https://flora.insead.edu/fichiersti_wp/inseadwp1997/97-98.pdf
- Jump up^ Choo, CW, Bergeron, P., Detlor, B., & Heaton, L. (2008). Information culture and information use: An exploratory study of three organizations. Journal of the American Society For Science and Technology, 59 (5), 792-804
- Jump up^ Castells, Manuel. The rise of the network society: The information age: Economy, society, and culture. Flight. 1. John Wiley & Sons, 2011.
- ^ Jump up to:a b Marchand, D., Kettinger, W., & Rollins, J. (2001). Guidance information: The link to business performance. New York: Oxford University Press
- ^ Jump up to:a b Cameron, KS, & Quinn, RE (2011). Diagnosing and changing organizational culture: Based on the competing value framework. Reading, MA: Jossey Bass
- Jump up^ Vick, TE, Nagano, MS, Popadiuk, S. (2015). Information culture and its influences in knowledge creation: Evidence from university teams involved in collaborative innovation projects. International Journal of Information Management. 35 (3), 292-298
- Jump up^ Davenport, TH, Eccles, RG and Prusak, L. (1992). Information politics. Sloan Management Review, Fall, 53-65
- Jump up^ Oliver, G. (2011). Organizational Culture for Information Managers. Chandos Publishing
- Jump up^ Hoke, GJ (2011). Records life cycle: a cradle-to-grave metaphor. Information Management Journal, 45 (5), 28-32
- Jump up^ Choo, CW Information management for the intelligent organization: the art of scanning the environment. 3rd ed. Medford, NJ: Information Today, Inc., 2002. xx, 325 p. ISBN 1-57387-125-7.
- Jump up^ Choo, CW, Furness, C., Paquette, S., van den Berg, H., Detlor, B., Bergeron, P. et al., (2006). Working with information: Information management and culture in a professional services organization. Journal of Information Science, 32 (6), 491-510.
- Jump up^ O’Reilly, CA, & Chatman, JA (1996) (Sorensen, 2002). Culture as social control: Corporations, cults and commitment. Research in Organizational Behavior, 18, 157-200
- Jump up^ Quinn, RE, & Rohrbaugh, J. (1983). A spatial model of effectiveness criteria: Towards a competing values approach to organizational analysis. Management Science, 29, 363-377
- Jump up^ Detert, JR, Schroeder, RG, & Mauriel, JJ (2000). A framework for linking culture and improvement initiatives in organizations. Academy of Management Review, 25, 850-863
- ^ Jump up to:a b Schein, EH (2004). Organizational culture and leadership (3rd ed.). San Francisco, CA: Jossey-Bass