[雙語翻譯]企業(yè)信息資產管理外文翻譯—企業(yè)信息資產管理執(zhí)行董事會的作用和職責（原文）

1、Enterprise information asset management: the roles and responsibilities of executive boardsNina Evans1 and James Price21School of IT and Mathematical Sciences, University of South Australia, Adelaide, Australia; 2Experie

2、nceMatters, Adelaide, South AustraliaCorrespondence: Nina Evans, School of IT and Mathematical Sciences, University of South Australia, GPO Box 2471, Adelaide, South Australia 5001, Australia. Tel: +61 (0) 420 831 331; F

3、ax: +61 8 8302 3381; E-mail: nina.evans@unisa.edu.auReceived: 9 June 2014 Revised: 25 September 2014 Accepted: 23 December 2014Abstract In the modern organisation the effective management of data, information, content an

4、d knowledge is crucial for enhancing competitiveness and growth. There is a profound need for all levels of business management to understand the risks, challenges and business benefit of managing these ‘Information Asse

5、ts’. This paper describes the results of qualitative empirical research to investigate the roles and responsibilities of Executive Boards to ensure effective management and governance of Information Assets. Personal inte

6、rviews were conducted with Board members in Australia and the United States. The results indicated that Boards often fail to fully appreciate the strategic value of Information Assets and do not understand the organisati

7、onal risk and untapped business benefit resulting from ineffective Information Asset Management practices. This paper suggests that Executive Boards should be engaged in discussions about Information Management and fulfi

8、l strategic-, control- and institutional roles to guide the way Information Assets are managed and deployed.Keywords: Information Assets; Information Asset Management; Enterprise Information Asset Management; governance;

9、 Executive BoardsIntroduction Organisations are responsible for effectively deploying valuable assets and resources to deliver the greatest value to their clients. Twenty-first century organisations realise that most of

10、their capacity to create value does not only reside in traditional tangible and financial resources and assets (Lerro et al, 2012). Data, information, content and knowledge, that is, both explicit and tacit knowledge, ca

11、n significantly enhance organisations’ business perfor- mance (Willis Bedford Ladley, 2010; Schiuma, 2012; Choo, 2013). Previous research by the authors confirmed that these ‘Information Assets’ are becoming increasing

12、ly important as organisations experience a complex digital environment and increased competition (Evans published online 2 March 2015 www.palgrave.com/journals© 2016(2016) 14, 353–36116Information Assets are diffe

13、rent from most other resources. The value of information is not easily quantifi- able and its value depends on context and use. The potential value of an Information Asset is not a reliable indicator of its actual value;

14、 if the value is never crystallised, there is no benefit to the organisation (Eaton Evans Laney, 2012; Schiuma, 2012). Although they are hard to account for, these assets have significant potential benefits and ‘just b

15、ecause intangibles cannot be counted on the balance sheet does not mean that they do not count and should not be counted’ (Higson Bedford Young Bedford Evans & Price, 2012) identified and categorised the ‘barrier

16、s to effective IAM’ as Awareness, Governance, Leadership and Manage- ment, Justification and Tools. The governance barrier refers to the lack of accountability and responsibility, as the structure of an organisation ofte

17、n does not include a role of Data Manager, Information Manager or Knowledge Manager who can influence the strategy of the organisa- tion. The real challenge is for Boards to add IAM to their agenda, and treat it the same

18、 way as they treat Human Resources (HRs) or Finance. This finding is in line with a suggestion from Ceeney (2009, p. 339) that ‘we need to demystify Information Management and make it main- stream, and we need to do it n

19、ow’.The roles and responsibilities of Boards of Directors in IAM EIM is a vital element of Corporate Governance and a robust information management policy should form part of a company’s Corporate Governance and risk man

20、age- ment plan (Willis & Fox, 2005) to ensure that information is managed in an agreed, documented, controlled and appropriate way. This includes transparency, accountabil- ity, compliance and security (Willis &

21、Fox, 2005). Citroen (2011) found that Boards of Directors do not understand the importance of measuring and managing Information Assets as actively and carefully as traditional assets. Cutting & Kouzmin (2002) emphas

22、ise that Executive Boards should ensure continual learning by asking perti- nent questions and maintaining a spirit of enquiry. The Board and the corporation should encourage the develop- ment of a greater understanding

23、of their reality and stimulate the creation of new knowledge (Young & Thyil, 2008). Horne (1998) adds that Boards often have experi- ence of finance, marketing, manufacturing, as part of personal careers, but rarely

24、experience of information management. Boards are often not provided with informa- tion to make strategic decisions. Very few managers pro- vide information directly to the Board and they only do so in response to direct

25、questions from the Board (Citroen, 2011). The quality of the information used by the Board is also stressed as an important condition for any type of information to be trusted as a supportive base for strategic decision

26、making. Correct strategic decisions can only be taken on correct and complete information. Organisational culture is a determinant of good govern- ance and a fundamental determinant of the success or failure of informati

27、on and knowledge management. Extensive research has been conducted to identify cultures that promote information and knowledge sharing and it was found that such sharing flourishes in less formalised, more decentralised

28、ad hoc cultures that foster trust and entrepreneurial attitude (Ragab & Arisha, 2013). As the Board is the most senior level of management in the firm,Enterprise information asset management Nina Evans and James Pric