## 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).