This paper presents findings from a study of how knowledge workers use the Web to seek external information as part of their daily work. Thirty-four users from seven companies took part in the study. Participants were mainly IT specialists, managers, and research/marketing/consulting staff working in organizations that included a large utility company, a major bank, and a consulting firm. Participants answered a detailed questionnaire and were interviewed individually in order to understand their information needs and information seeking preferences. A custom-developed WebTracker software application was installed on each of their workplace PCs, and participants'Web-use activities were then recorded continuously during two-week periods. The WebTracker recorded how participants used the browser to seek information on the Web: it logged menu choices, button bar selections, and keystroke actions, allowing browsing and searching sequences to be reconstructed. In a second round of personal interviews, participants recalled critical incidents of using information from the Web.Data from the two interviews and the WebTracker logs constituted the database for analysis. Sixty-one significant episodes of information seeking were identified. A model was developed to describe the common repertoires of information seeking that were observed. On one axis of the model, episodes were plotted according to the four scanning modes identified by Aguilar (1967), Weick and Daft (1983): undirected viewing, conditioned viewing, informal search, and formal search. Each mode is characterized by its own information needs and information seeking strategies. On the other axis of the model, episodes were plotted according to the occurrence of one or more of the six categories of information seeking behaviors identified by Ellis (1989, 1990): starting, chaining, browsing, differentiating, monitoring, and extracting. The study suggests that a behavioral framework that relates motivations (Aguilar) and moves (Ellis) may be helpful in analyzing patterns of Web-based information seeking.

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This research explores the link between information culture and information use in three organizations. We ask if there is a way to systematically identify information behaviors and values that can characterize the information culture of an organization, and whether this culture has an effect on information use outcomes. The primary method of data collection was a questionnaire survey that was applied to a national law firm, a public health agency, and an engineering company. Over 650 persons in the three organizations answered the survey. Data analysis suggests that the questionnaire instrument was able to elicit information behaviors and values that denote an organization's information culture. Moreover, the information behaviors and values of each organization were able to explain 30-50% of the variance in information use outcomes. We conclude that it is possible to identify behaviors and values that describe an organization's information culture, and that the sets of identified behaviors and values can account for significant proportions of the variance in information use outcomes.

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The paper presents a case study of a large Canadian law firm with a distinctive information culture that is vigorously implementing an information management strategy. Our findings suggest that, at least for this organization, information culture trumps information management in its impact on information use outcomes. Thus, the strongly held information values and behaviors in the firm accounted for more than onethird of the variance in information use outcomes. Employees did perceive a high level of information management activity in the firm, although information management played a smaller, perhaps indirect role in explaining information use outcomes. What might organizations do to improve information use? This study suggests that organizations might do well to recognize that, in the hustle and bustle to implement strategies and systems, information values and information culture will always have a defining influence on how people share and use information.