We all believe our jobs would be easier with the support of our managers. This paper presents an empirical study on this issue, specifically on managerial support for the use of scientific and technical information. The data support the belief that managers of high users of information give more encouragement for information use. The most important forms of influence are: (1) encouragement of interpersonal contacts outside the or. ganization (visits, conferences, and courses), and (2) personal interest in specific pieces of information (as shown in routings, personal example, and assignments). Managers also encourage the use of information services and support information service budgets, but this encouragement is not given as systematically.
Professionals
in charge of information services strive valiantly for the support of their managers.
Managerial support is seen as directly functional (i.e., budget, space and staff allocations), and is also viewed as a way of increasing the perceived importance of information services. The theory is: (1) the more managers support services, (2) the more professionals will use them, (3) the more this use will yield benefits, and (4) the more the services will be appreciated.
The theory offers hope that information services may achieve wider opportunities and recognition.
The importance of managerial support has been highlighted by both practioners and scholars. For example, Miriam Drake (a University-based, Director of Library Services) [ 1, p. 2661, claims that "successful managers view information as a corporate resource and provide the means for managing this resource." The emphasis is even stronger in research on user behavior such as that of Cohn Mick, et al. [2, p. 349):