Among the barriers to information sharing at the organizational level are turf as a form of resistance to change, integration experience, and technology acceptance (Best, 1997; Kolekofski and Heminger, 2002). Most of these barriers are recognizable at the rganizational level and in many cases represent either decision-makers interests or characteristics of the organizational culture and structure.

As a form of resistance, turf seems to be a strong barrier to information integration initiatives. According to Cresswell and Connelly (1999), the concept of turf seems to include at least three major reasons organizations act defensively: (1) to avoid the costs of change, (2) to reduce or control risk, and (3) to preserve autonomy or protect the organization’s position in a competitive or adversarial environment. Turf can be conceived as a personal or organizational problem, and it refers to the defense of status, power, or other resources that may be at stake for individuals in any particular integration initiative.