Advancing Workplace Efficiency: A Motivated Information Management-Based Model for Information Consumer Experience

Abstract

The Information Consumer Experience (ICX) significantly impacts organizational performance. ICX is influenced by three key dimensions: personal, social, and organizational. However, no studies have provided a solid theoretical foundation for ICX. This study presents a theoretical model that integrates these dimensions within the Theory of Motivated Information Management (TMIM) to offer a comprehensive framework for understanding and analyzing ICX in organizations. The proposed model combines personal, social, and organizational factors within the TMIM framework, providing a holistic view of how information consumption affects employee performance and organizational outcomes. It emphasizes individual cognitive and emotional responses, as well as the broader organizational context in which information is managed and shared. Our findings show that incorporating these dimensions into the TMIM framework strengthens the model, addressing TMIM’s limitations and providing a more robust approach to ICX. Specifically, the inclusion of emotional factors beyond anxiety, the role of social interactions and organizational culture, and the impact of organizational structures and technology policies enriches the model. These findings suggest that optimizing information consumption through improved management can enhance organizational efficiency, employee satisfaction, and overall performance. This model fills a gap in the literature, offering a theoretical basis for future ICX research and empirical exploration of the interaction between these dimensions in organizational contexts.

1. Introduction

Although Customer Experience (CX) has gained prominence in academic discourse, its definition remains debated. CX is a multifaceted construct, often described as a consumer’s perception shaped by interactions with a brand’s product, system, or service [1]. These perceptions span six dimensions: (1) Emotional, relating to customer feelings; (2) Sensorial, involving sensory activation; (3) Cognitive, tied to thought processes; (4) Pragmatic, focused on task performance; (5) Lifestyle, reflecting beliefs and values; and (6) Relational, concerning interpersonal interactions. Such interactions—referred to as touchpoints [2]—collectively shape the Customer Journey, encompassing experiences before, during, and after consumption.

This study adopts the concept of Information Consumer Experience (ICX) [3] as an extension of CX. Unlike traditional consumers, information consumers engage specifically with information-oriented systems, products, or services. While rooted in CX, ICX focuses on the unique dynamics of professional information use.

ICX in organizational contexts is shaped by constraints absent in consumer environments. CX assumes individual autonomy in engaging with information and brands [4], whereas employees face limited agency due to hierarchical roles, access restrictions, and organizational culture [3]. While CX is influenced by market forces, ICX is driven by internal policies, management, and technology integration.

Similar to customers engaging with companies, employees interact with organizational information systems to perform their roles. Across departments—sales, HR, finance, operations—employees depend on information managed by IT or analytics teams, which view them as internal consumers. These interactions involve systems such as executive reporting tools [5], administrative data platforms [6], analytics and visualization software [7,8], and communication platforms [9].

ICX captures employees’ perceptions while using these systems in their professional tasks. It considers the interaction between internal consumers (employees) and information providers (organizations), influenced by various factors categorized as external, organizational, or individual. External factors include social dynamics [10] and workplace friendships [11]. Organizational factors concern information access and usage protocols [12]. Individual factors—such as stress [13] and resistance to change [14]—also shape these experiences.

Each system constitutes a potential touchpoint. Unlike traditional IS success or UX studies [15,16], which often evaluate single systems, workplace information consumption is multifaceted, involving concurrent system interactions. This complexity highlights the need for a dedicated ICX framework.

Information management is a strategic function aimed at enhancing organizational adaptability. It involves defining policies, maintaining integrated systems, ensuring timely information flow, and deploying technologies tailored to diverse user needs [17]. It comprises two dimensions: managing the information process and managing data resources. The former involves the generation, distribution, and use of information via policies and workflows. The latter focuses on data storage, structure, quality, and compliance. Both are essential for organizational performance and resilience.

The Theory of Motivated Information Management (TMIM) [18] describes information behavior through three stages: interpretation, evaluation, and decision. Individuals respond to uncertainty by seeking, avoiding, or adjusting their information behavior based on expected benefits and perceived costs. The process begins when a discrepancy in uncertainty triggers anxiety. In the evaluation stage, individuals assess potential outcomes and their ability to manage uncertainty. Efficacy is categorized as coping efficacy (personal resources), communication efficacy (interaction capacity), and target efficacy (trust in the information source). In the decision stage, individuals choose between active seeking, passive observation, or avoidance. If costs outweigh benefits, they may cognitively reframe their information need.

As shown in Figure 1, TMIM operates iteratively: evaluations influence decisions, which in turn shape future evaluations. While TMIM emphasizes interpersonal communication, it underrepresents the role of information providers.

This study aims to establish a theoretical basis for analyzing ICX by proposing TMIM as a framework for understanding how employees interact with organizational information systems. While ICX research has focused on organizational settings [3,19], TMIM remains largely applied to interpersonal and health contexts. By bridging both, we broaden TMIM’s application and offer a structured model for examining how uncertainty, anxiety, and decision-making influence employee experiences with information. This integration fosters deeper insights into workplace information behavior and supports the development of more effective system designs and communication strategies.

This paper is structured as follows: Section 2 reviews related works, Section 3 presents our ICX model and its integration with TMIM, Section 4 discusses limitations, and Section 5 offers final remarks and future research directions.

2. Related Work

The concept of Information Consumer Experience (ICX) extends the Customer Experience (CX) concept to encompass all interactions between employees (consumers) and information products, systems, and services within an organization. These interactions involve tasks such as information usage, generation, interdepartmental sharing, teamwork, and decision-making. Each interaction represents a touchpoint between employees or departments consuming information and the departments providing it. Enhancing ICX is crucial for improving organizational efficiency and employee satisfaction [3].

Although ICX-related topics have been addressed in the literature to varying extents, no formal definition of ICX exists. We previously introduced an initial definition [19], and a formal definition was proposed in [3]: “Information Consumer Experience (ICX) involves all interactions between employees (consumers) and information products, systems, and services inside an organization, including tasks such as information usage, information generation, information management, inter-departmental sharing, teamwork, and decision making.” Various approaches to ICX, from different perspectives and frameworks, aim to converge on a general definition of ICX [3]. Concepts associated with information consumption, such as Information Literacy, Information Management, and IT Customerization, explore the relationship between consumers and information, the factors influencing this relationship, and methods to analyze these interactions. These studies focus on broader employee experiences, often extending beyond the specific scope of ICX, which is concerned with information usage or sharing via information systems or services.

Information Literacy refers to the ability to identify information needs and then access, evaluate, and effectively use information [20]. In the workplace, it involves five dimensions: information acquisition, evaluation, awareness of the information environment, usage, and learning from experience [21]. Information Literacy has been linked to employee performance and creativity [22] and is particularly important in technological companies, where employees must continuously learn new tools and techniques [23,24]. It can also enhance organizational performance and social capital, measured through structural, relational, and cognitive dimensions [25]. Other approaches, such as [26], investigate multitasking-based Information Technology (MUIT) use in organizations, examining its impact on cognitive load and employee performance.

Information Literacy involves identifying, accessing, evaluating, and using information effectively [20]. In workplaces, it impacts performance, creativity [22], and continuous learning, especially in technology sectors [23,24]. It also enhances organizational performance and social capital [25]. Studies like [26] examine its role in multitasking and cognitive load.

Information Management (IM), which involves acquiring, storing, processing, and delivering information, aims to improve organizational efficiency [27,28]. IM facilitates information sharing and collaboration among employees, enhancing decision-making and organizational learning [29,30,31]. The Technology Acceptance Model (TAM) [32,33,34,35,36,37,38] is key for studying user intentions to adopt new technology and improving information systems. Additionally, studies have explored AI applications to improve information access and employee experience [39] and perceptions of technological insecurity using Conservation of Resources (COR) theory [11].

Job satisfaction, which reflects employees’ perceptions of their work, impacts performance and is associated with organizational climate and personality traits such as dominance and sociability [40,41]. Employee happiness is often used as a measure of satisfaction [42]. Information Behavior (IB) studies how employees use information to accomplish tasks and its relationship with perceived success and organizational performance [43,44]. Additionally, the use of technology in the workplace has been analyzed in studies on collaborative working information systems [45] and IT Consumerization, which looks at the use of ICT services and devices for work purposes [12].

Table 1. Main contributions of ICX-related approaches.

Approach	Main Contributions	References
Information Literacy and Workplace Impact	Establishes the role of information literacy in workplace performance, emphasizing its impact on creativity, learning, and organizational efficiency. Also explores its influence on multitasking and cognitive load in technology use.	[20,22,23,24,25,26]
Information Management (IM) and Technology Adoption Models	Examines how information management improves organizational efficiency, decision-making, and collaboration. Discusses TAM for understanding technology adoption and AI applications for enhancing information access. Also studies the impact of technological insecurity perceptions.	[11,27,28,29,30,31,32,33,34,35,36,37,38,39]
Job Satisfaction and Information Behavior	Investigates the relationship between job satisfaction, information behavior, and organizational performance. Analyzes personality traits influencing satisfaction and the role of IT consumerization in workplace information use.	[12,40,41,42,43,44,45]
ICX Factors and Information Systems	Identifies key factors influencing ICX, including information availability, quality, and user satisfaction. Examines how information access affects creativity and cognitive fatigue. Explores organizational barriers to information sharing and resistance to information systems.	[10,46,47,48,49,50,51,52,53]

shows a resume of the principal approaches related to ICX.

3. ICX Model

Multiple factors influence ICX depending on the goals and methods of each study. Key determinants include information availability, data quality, interface usability, and user satisfaction [46,47,48]. UX research highlights how these factors shape user interactions with systems [49]. Easy information access enhances creativity, empowerment, and satisfaction but may lead to cognitive fatigue if excessive [50,51,52]. Organizational hierarchy and culture also impact information flow. For instance, middle managers tend to restrict vertical sharing [10], while resistance to systems often stems from routine-based habits and perceptions [53]. These elements mirror TMIM moderators such as anxiety and efficacy.

This section introduces a new ICX model, developed by identifying similarities between TMIM and organizational information consumption. This model was built on a prior systematic literature review [3], which identified key influencing factors across personal, social, and organizational dimensions. A comparative analysis of TMIM and ICX frameworks revealed alignments and gaps, leading to a multidimensional theoretical structure suitable for empirical validation in organizational settings.

Figure 2 presents the ICX model based on TMIM’s core stages—searching, decision, and consumption—and highlights the interaction between information consumers and providers.

Each phase is shaped by data quality, information management strategies, and personal and social factors. Together, these influence interaction quality and consumer satisfaction. In the searching phase, the consumer seeks information to meet a need or reduce uncertainty. This involves engaging with sources such as platforms, databases, or direct communication. Perceptions of reliability and usefulness are shaped by data quality. Providers deploy Information Management Strategies to ensure accessibility and relevance. These strategies significantly impact whether the search continues or advances to decision-making. In the decision phase, consumers evaluate information to reduce their Uncertainty Discrepancy—the gap between current knowledge and desired understanding. This drives decisions about further searching or information use. Provider strategies again play a role, affecting clarity and completeness. Additionally, ICX Personal and Social Factors—such as prior knowledge, cognitive bias, and peer influence—shape how information is interpreted and trusted. The consumption phase involves applying the information—e.g., solving a problem or making a decision. The outcome depends on Information Output quality and its fit with the context. Feedback from this stage can influence future interactions and provider strategies. Trust and satisfaction in this phase may determine future engagement, underscoring the model’s iterative nature.

To deepen ICX’s theoretical foundation in organizational settings, it is necessary to articulate how interpretive, social, and decision-making mechanisms interconnect. Unlike CX, where consumers interact with external providers [1], ICX involves internal engagement between employees, systems, and structures [54]. Employees interpret information availability and constraints while navigating social networks shaped by hierarchy and culture [3]. Peer influence and collaborative dynamics mediate how information is interpreted and used.

Figure 3 presents these dynamics. At the individual level, employees interact with systems, generating cognitive, emotional, and behavioral responses. These responses aggregate at the social level, where shared practices and collaboration shape information exchange. This, in turn, informs organizational strategies, such as policies and technological frameworks that regulate access and decision-making. The diagram also illustrates feedback loops: individual experiences influence social behaviors, which inform organizational changes. Conversely, policies and systems affect social norms and personal behaviors. Managers act as intermediaries, interpreting employee interactions and implementing strategic adjustments based on observed patterns. This cyclical interaction reinforces ICX’s adaptive nature in evolving workplace environments.

3.1. ICX Factors in the TMIM Process

This section integrates ICX-influencing factors (identified in a prior systematic literature review [3]) into the three stages of the TMIM process. The Personal Dimension includes preferences and aptitudes such as data access and exposure, which can boost performance but also blur work–life boundaries [55]. Behavioral influences in this dimension include power distance [10], sociability and dominance traits [40], resistance to change [14], and self-sufficiency [56]. The Social Dimension focuses on peer interaction, including information sharing [57], communication across hierarchies [10], and workplace relationship opportunities [11]. The Organizational Dimension encompasses policies, infrastructure, and job-related mechanisms that affect access and information use [10,12,46].

These dimensions offer a comprehensive framework for evaluating ICX, integrating behavioral traits, system attributes, and contextual factors. Information consumption spans the entire TMIM process—from recognizing an information gap to acquiring and using information.

Table 2. Relationship between ICX Dimensions (from [3]) and TMIM process components (from [18]).

TMIM Process Component	ICX Dimension	Related Factors
Interpretation	Personal	Access, Exposure, Power Distance, Sociability, Dominance, Stress, Resistance Behavior, Self-Sufficiency
	Social	Communication, Hierarchical Communication, Quality of Working Life, Friendship Opportunities, Experience Level
Evaluation	Organizational	Accuracy, Completeness, Opportunity, Technology Reconfigurability, Customization, Usage Policies, Equipment, Task Standards, Authority Rules, Hierarchical Level, Responsibility, Culture
Decision	Organizational	Task Standards, Usage Policies, Authority Rules, Hierarchical Level, Equipment Policies, Customization

shows how ICX factors align with TMIM phases.

The Interpretation Phase involves recognizing an information gap and the anxiety that it generates. In ICX, this equates to employees becoming aware of information needs and evaluating the organization’s tools and services. A data analyst, for example, may notice limited data access impeding their work. Similarly, an executive may perceive communication barriers across hierarchies. Anxiety may stem from resistance to change or power imbalances. Traits like sociability and dominance also shape the perceptions and awareness of information discrepancies. In the Evaluation Phase, individuals assess the quality and usability of available information and their ability to act on it [56]. In ICX, this includes evaluating the accuracy and completeness of tools like reporting systems [58], or expectations for reconfigurability and customization [59]. For instance, HR professionals may evaluate a communication system based on its contribution to working life quality or relational dynamics. Experience level also plays a role: experienced employees may hold higher expectations and better assess system performance [60,61]. The Decision Phase concerns behavioral outcomes based on prior evaluations. In ICX, employees decide whether and how to use information systems. Their choices depend on perceived system value and organizational constraints. For example, employees may adopt a visualization tool if it aligns with task standards and usage policies [62], or adhere to authority and hierarchy protocols when integrating new reporting processes [10]. These decisions feed back into future evaluations, forming a continuous cycle of adaptation.

Social and organizational environments shape both TMIM and ICX. Collaborative cultures foster sharing [63,64], while restrictive equipment policies hinder access [46]. Organizational culture, driven by hierarchy and staff responsibilities, affects how information is managed. Internally, emotions and personality traits (e.g., stress, dominance, self-sufficiency) directly impact how employees interpret, evaluate, and use information. For instance, high stress can reduce evaluation capacity, while strong self-sufficiency can enhance independent system use.

3.2. ICX Interaction in TMIM Process

The Theory of Motivated Information Management (TMIM) and the Information Consumer Experience (ICX) are interconnected in a way that can be represented as a cyclical process, where the phases of TMIM interact with the dimensions of ICX. Each phase of TMIM—interpretation, evaluation, and decision—incorporates various factors from the ICX dimensions, affecting consumer motivation and behavior.

Table 3. ICX factors influencing information consumer motivation during the TMIM Interpretation Phase. Source: Author’s elaboration based on comparative analysis of TMIM and ICX components.

TMIM Component	ICX Factor	Impact
Uncertainty	Access	Lack of access creates uncertainty about the availability and completeness of information.
Anxiety	Access	Limited access to information can increase anxiety about being able to perform tasks effectively.
	Communication through Different Hierarchical Levels	Challenges in cross-hierarchical communication increase anxiety about obtaining accurate information.
	Stress	High stress levels can exacerbate anxiety related to information needs and usage.

summarizes the factors that have the most impact on consumer motivation in TMIM, describing their influence over the TMIM component.

Table 3 presents an analysis of the impact of Customer Experience in Information (ICX) factors on information consumer motivation during the Interpretation Phase of the Motivated Information Management (TMIM) model. In this phase, individuals assess the available information and determine its meaning based on its context.

Two key components within this phase are uncertainty and anxiety, which are directly influenced by access to information, communication within the organization, and stress levels. Uncertainty is exacerbated when access to information is limited, generating doubts about the availability and integrity of the data. On the other hand, anxiety may increase if communication channels are ineffective, especially in organizations with rigid hierarchical structures where the flow of information can be restricted or distorted. Furthermore, elevated stress levels may amplify anxiety and affect the user’s ability to interpret the information objectively.

The analysis presented in this table emphasizes the importance of designing strategies that optimize information access and reduce communication barriers within an organization. Ensuring that information is available clearly and promptly can minimize uncertainty and reduce anxiety in information consumers, thus improving decision-making and operational efficiency.

Table 4. ICX factors’ impact on information consumer motivation in analogous TMIM processes during the outcome evaluation in the Evaluation Phase. Source: Author’s elaboration.

TMIM Component	ICX Factor	Impact
Outcome Expectancies	Exposure	Exposure to relevant information shapes the expectations of successful outcomes from information use.
	Resistance Behavior	Resistance can lower expectations of positive outcomes from information use.
	Accuracy	Accurate information positively influences expectations of successful outcomes.
	Completeness	Complete information sets higher expectations for comprehensive and successful outcomes.
	Technology Customization	Customization capabilities set higher expectations for personalized and successful outcomes.
Outcome Importance	Exposure	The importance of being exposed to essential data affects the perceived value and criticality of the information.
	Quality of Working Life	High quality of working life elevates the importance of having reliable and useful information.
	Technology Usage Policies	The importance of adhering to usage policies impacts the perceived value and reliability of information.
	Accuracy	The importance of accuracy is critical for ensuring reliable decision-making.
	Completeness	Completeness of information is vital for making well-informed decisions.
	Staff Responsibility	The level of responsibility impacts the perceived importance of achieving successful information outcomes.

shows how ICX factors influence the perception of expected outcomes in the TMIM model’s Evaluation Phase. In this stage, information consumers assess the potential outcomes from using the information, considering factors like exposure, resistance to change, accuracy, and technological personalization. For instance, accurate and relevant information increases expectations of beneficial outcomes, while organizational resistance may diminish confidence in achieving successful results.

The importance of outcomes is also crucial, as the perceived value of information influences decision-making. Factors such as work quality, adherence to technology policies, and staff responsibility determine the relevance of information. Additionally, data accuracy and completeness are vital for making effective, reliable decisions. This analysis highlights the importance of providing users with accurate, comprehensive, and customizable information to form realistic expectations and assess its relevance in organizational decisions.

Table 5. ICX factors’ impact on information consumer motivation in analogous TMIM processes during the efficacy evaluation in the Evaluation Phase. Source: Author’s elaboration.

TMIM Component	ICX Factor	Impact
Communication Efficacy	Sociability	Sociability improves the efficacy of communication, leading to more effective information exchange.
	Power Distance	High power distance can reduce the perceived efficacy of communication across hierarchical levels.
	Communication Activity	Active communication practices enhance the perceived efficacy of information exchange.
	Communication through Different Hierarchical Levels	Effective communication across hierarchical levels improves overall communication efficacy.
	Technology Reconfigurability	Flexible technology improves communication efficacy by supporting diverse communication needs.
	Friendship Opportunities	Opportunities for friendships increase communication efficacy by facilitating open information exchange.
	Authority-Related Rules	Authority rules affect the perceived efficacy of communication within hierarchical structures.
	Culturally Driven Organization	Organizational culture shapes the perceived efficacy of communication practices.
Target Efficacy	Power Distance	Power distance affects the perception of others’ ability to provide useful information.
	Communication Activity	Frequent communication activities improve the perception of others’ capability to provide useful information.
Coping Efficacy	Sociability	High sociability can enhance coping efficacy by facilitating better information sharing and support networks.
	Stress	Stress affects the perceived ability to cope with information-related challenges.
	Self-Sufficiency	High self-sufficiency boosts coping efficacy, making individuals more confident in managing information.
	Quality of Working Life	Better quality of working life enhances coping efficacy by providing a supportive work environment.
	Friendship Opportunities	Friendship opportunities at work improve coping efficacy by providing social support for information-related tasks.
	Technology Reconfigurability	The ability to reconfigure technology enhances coping efficacy by allowing customization to meet specific needs.
	Technology Customization	Customizable technology enhances coping efficacy by tailoring solutions to user requirements.
	Task Performing Standards	Clear standards enhance coping efficacy by providing structured guidance for information tasks.
	Hierarchical Level	Position in the hierarchy influences coping efficacy by determining access to resources and support.
	Culturally Driven Organization	A supportive culture enhances coping efficacy by fostering a positive information environment.

explores how ICX factors affect perceptions of effectiveness in the TMIM model’s Evaluation Phase. In this phase, individuals assess not only potential outcomes but also their ability to interact with information to achieve their goals.

Three types of effectiveness are identified: communication, target, and coping effectiveness. Communication effectiveness is shaped by sociability, communication activity, and organizational culture, which can facilitate or hinder information transmission within a hierarchy. Target effectiveness concerns the perceived ability of others to provide valuable information, with power distance potentially reducing confidence in others’ ability to offer reliable information.

Coping effectiveness refers to the individual’s capacity to handle informational challenges. Factors like stress, self-sufficiency, workplace friendships, and customizable technology influence confidence in managing information efficiently. This analysis suggests that improving communication, reducing hierarchical barriers, and providing flexible technology can enhance motivation and confidence in information use within organizations.

Table 6. ICX factors’ impact on information consumer motivation in analogous TMIM process during the Decision Phase.

TMIM Component	ICX Factor	Impact
Strategy Selection	Dominance	Dominant behavior influences the strategies chosen for managing and utilizing information.
	Resistance Behavior	Resistance behavior influences the choice of strategies for information management, often leading to avoidance.
	Self-Sufficiency	Self-sufficient individuals are more likely to select proactive strategies for information management.
	Opportunity	Availability of opportunities influences the selection of information management strategies.
	Technology Usage Policies	Policies governing technology use influence the strategies adopted for information management.
	Equipment Policies	Equipment availability and policies affect the choice of information management strategies.
	Task Performing Standards	Established standards guide the selection of effective strategies for information management.
	Authority-Related Rules	Rules related to authority influence the selection of information management strategies.
	Hierarchical Level	Hierarchical position affects strategy selection based on access to information and decision-making power.
	Staff Responsibility	Responsibilities influence the selection of strategies for managing information effectively.
	Experience Level	Experienced individuals are more adept at selecting effective information management strategies.
Outcome Probability	Dominance	Dominance can affect the perceived probability of successful outcomes by controlling access to information.
	Opportunity	Access to opportunities increases the probability of achieving desired outcomes.
	Experience Level	Higher experience levels increase the perceived probability of positive outcomes from information use.
	Equipment Policies	Adequate equipment increases the perceived probability of successfully managing information.

examines how ICX factors impact decision-making in the TMIM model’s Decision Phase. In this stage, individuals choose strategies for managing information and evaluate the likelihood of success based on available conditions and resources. Strategy selection is influenced by personal traits such as dominance, self-sufficiency, and prior experience, as well as by factors like technology policies and organizational hierarchy, which can either enable or limit strategy choices. Outcome likelihood refers to the user’s confidence in the chosen strategy’s effectiveness, influenced by experience, available opportunities, and access to the right tools.

This analysis suggests that, to optimize decision-making in information management, it is essential to provide tools that enhance autonomy in strategy selection and reduce organizational constraints, enabling more flexible and effective data management in dynamic environments.

4. TMIM Limitations Addressed with ICX

While TMIM provides valuable insights into individual information management processes, its application to formalizing an ICX model in organizational settings has some limitations that the ICX approach could address. In the first place, TMIM primarily explores information-seeking strategies, which may not fully capture the entire spectrum of information management activities, including information storage, sharing, and dissemination, among others.

In this regard, ICX factors encompass all the activities overlooked by TMIM to provide a broader view to the ICX model. Organizational ICX factors comprehensively address the complexity of organizational contexts. These factors expand the scope of TMIM by considering the multiple layers of hierarchy, diverse departments, and varied roles within an organization. By emphasizing the accuracy and completeness of information, the model ensures that information reliability and comprehensiveness are prioritized, thereby enhancing outcome expectancies. The inclusion of technology-related factors, such as reconfigurability and customization, addresses the evolving nature of information systems and their impact on information management processes. Organizational policies and cultural factors shape the overall information environment, ensuring that the model reflects the collective dynamics and inter-departmental interactions that influence information consumer experiences.

On the other hand, despite TMIM primarily focusing on individual-level processes, it can be replicated for every information consumer profile. This allows one to asses all the dynamics and complexities present in organizational contexts. Personal ICX factors offer significant insights into individual-level processes. These factors address the static nature of TMIM constructs by emphasizing the dynamic and evolving personal experiences of information consumers. For instance, by considering the impact of stress and resistance behavior, an ICX model can capture a broader range of emotional and psychological states beyond anxiety. This inclusion allows for a more nuanced understanding of how individuals manage information-related challenges and adapt to changing organizational environments. Moreover, the recognition of personal traits like sociability and self-sufficiency provides insights into the varying capabilities and preferences of information consumers, ensuring that the model accommodates diverse individual needs and behaviors.

Also, TMIM does not adequately address the influence of social and cultural factors on information management behaviors. Social ICX factors can address these TMIM limitations by incorporating these factors; the ICX model acknowledges the significant role that social interactions and organizational culture play in shaping information management behaviors. Effective communication across hierarchical levels enhances communication efficacy and reduces anxiety associated with information access. Friendship opportunities and social support networks improve coping efficacy, enabling individuals to manage information-related stress more effectively. Additionally, considering the quality of working life and experience level ensures that the model reflects the social context within which information consumers operate, providing a broader understanding of their experiences.

5. Conclusions

This study introduces a comprehensive Information Consumer Experience (ICX) model based on the Theory of Motivated Information Management (TMIM), integrating personal, social, and organizational dimensions to enhance ICX understanding in organizational contexts. Our findings suggest that this integration addresses TMIM’s inherent limitations and offers a more robust approach to analyzing and improving ICX.

The ICX model has practical applications in workplace environments. For example, it can address issues like sales teams struggling with CRM data access or finance departments facing resistance to adopting data analytics platforms. By identifying barriers and proposing solutions, the model can reduce anxiety and enhance decision-making.

Personal ICX factors, such as access, exposure, stress, and resistance behavior, enrich the model by capturing the dynamic nature of individual experiences, addressing TMIM’s static constructs. Social ICX factors emphasize the role of communication, organizational culture, and social networks in shaping information management behaviors. Organizational ICX factors, including accuracy, completeness, and technology reconfigurability, expand TMIM by considering the complexity of organizational structures and technology evolution.

Furthermore, the ICX model replicates TMIM for different information consumer profiles, allowing for a detailed analysis of diverse organizational roles. By integrating personal, social, and organizational dimensions, the model provides a comprehensive framework for understanding ICX and offers a solid foundation for future research. Key contributions include the following:

• Extending ICX to workplace settings: This study explores how employees interact with information systems in organizational environments;
• Integrating TMIM with workplace ICX: It bridges TMIM with workplace information consumption, an area largely unexplored;
• Developing a structured evaluation framework: This study introduces a framework to assess how uncertainty, anxiety, and decision-making impact employees’ information experiences;
• Addressing multi-system interactions: Unlike traditional studies focused on single-system evaluations, this research considers interactions with multiple workplace information systems;
• Incorporating key influencing factors: The model includes external, organizational, and individual factors, offering a comprehensive perspective on information consumption;
• Enhancing information management strategies: Insights from TMIM help to improve system usability, employee engagement, and organizational efficiency;
• Establishing a foundation for future research: This study lays the groundwork for future ICX research, enabling the development of new frameworks to assess information system usability and effectiveness.

By considering the multifaceted nature of information consumption, the model aims to optimize productivity, enhance job satisfaction, and improve organizational performance. This study is conceptual, laying the theoretical foundation for ICX within the TMIM framework. The next phase will involve developing measurable constructs for each dimension and factor, to be empirically tested through Confirmatory Factor Analysis (CFA) and Structural Equation Modeling (SEM). We also plan to develop an ICX evaluation methodology and scale, incorporating organizational, social, and emotional variables. As initial proposals have been published [19,65,66], the methodology will be applied in practical settings with expert participants from diverse professional roles and industries. These steps will validate and refine the proposed model.

In this regard, while the proposed ICX–TMIM model offers a robust theoretical foundation, several limitations may arise during its practical implementation. First, many of the personal and social factors influencing ICX—such as stress, sociability, or hierarchical communication—are context-dependent and may vary significantly across organizational cultures or industry sectors. Second, adapting the model across different hierarchical structures can be complex, particularly in organizations with rigid governance systems or decentralized information flows. Finally, translating qualitative constructs (e.g., resistance behavior, friendship opportunities) into measurable indicators poses methodological challenges, especially in large-scale applications. These constraints highlight the need for flexible implementation strategies and further empirical research to validate and refine the model across diverse workplace settings.