[11] A highly developed information culture leads the organization to success and work as a strategic goal that positively associated with organizational practices and performance.
Also, scholars like Manuel Castells posits that the information culture transcends the confines of organizations and government participation through policies is relevant for achieving the norms and values.
[13] Norms are standards and values are beliefs and together they mold the information behavior as normal that are expected by the people in organization.
Result-oriented Culture: information management enables the organization to compete and succeed in its market or sector.
Rule-following Culture: information management reinforces the control of internal operations, rules and policies.
Their observations allow to evaluate the effectiveness of their governance models in terms of information quality, efficiency, commonality, and access.
Research suggests that poor compliance to formal information governance policies[19] reinforces the fact that sound knowledge and records management practices are often neglected.
It is possible to systematically identify behaviours and values that characterize an organization's information culture, and that this characterization could be helpful in understanding the information use effectiveness of all sorts of organizations, including private businesses, government agencies, and publicly funded institutions such as libraries and museums.
[21] In industrialised countries, most of the diseases and injuries are related to mental health problems and are the main reason of employees absenteeism.
There are number of risk factors or stressors that may cause psychological strain and ill health, resulted in occupational stress interventions that occur in isolation, independent of organizational culture.
Paying more attention to organizational culture paves the way for a contextualized analysis of stress and distress in the workplace.
Schein[25] views organizational culture as a multilayered construct that includes artifacts, values, social ideals, and basic assumptions.
These values and ideals are revealed in symbolic mechanisms such as myths, rituals, stories, legends, and a codified language, as well as in corporate objectives, strategies, management philosophies, and in the justifications given for these.
As a result, the group culture creates an empowering environment in which individuals perceive they have autonomy and influence.
Group Culture tends to develop task designs that promote the use of skills and decision authority, which are protective factors and also implement work organization conditions that promote social support whether from colleagues or from supervisors, which thereby have a beneficial influence on employee mental health.
Developmental Culture is helpful to develop decentralised work design that promotes the use of skills and decision authority with benefit to employee mental health.
Hierarchical Culture is helpful to promote social support and thereby play a beneficial role in employee mental health.
Rational Culture with clear performance indicators and measurements is likely to minimize conflicting demands that could be beneficial for employee mental health.