The concept of Information Resource Management (IRM) was introduced in the mid-1970?s bythe United States federal government as part of its attempt to reduce the paperwork burden on the general public. Since then, the concept of IRM has evolved and taken on many meanings and diverse interpretations ranging from technical perspectives to ?Information Management perspectives. These diverse interpretations, at least in the Australian context, have held back the successful implementation of IRM in practice. As part of a larger program of research on IRM, a survey of IS/IT executives in some national and state public sector organisations was conducted.Despite the existence of a number of state and federal government policy documents relating to IRM, the survey revealed a lack of penetration of IRM in Australian public sector organisations, a pattern of mixed success and even a lack of awareness of IRM. Factors involved in the success or failure of IRM included awareness of IRM, existence of a CIO role, top-level (CEO) endorsement and strategic planning
