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The aim of this study was to explore and understand how employees of a specific municipality perceive this technology and how, in what ways, the EDRMS could affect organizational processes. Emphasis was also given on evaluating the factors affecting the successful introduction and implementation of the EDRMS. This master thesis focuses on employees’ perception of the newly introduced Electronic Document and Record Management System (EDRMS) “Irida” and how this affects organizational processes and working practices. The data collection was conducted among employees that work in the Finance and Procurement Unit of the Municipality of Drama in Northern Greece. The empirical material was collected through conducting five semi-structured interviews. At the next phase, a questionnaire was developed based on the qualitative findings and was administered via email to all the Municipality of Drama employees that use the system. The data gathered during the qualitative and quantitative phase were analyzed and discussed, and the research findings were produced. It was found that the introduction of “Irida” had a positive effect on working efficiency, reduced contact and interaction among employees, and facilitated remote working. Training, flexibility of the system and employee participation was identified as factors that influence the successful implementation of an EDRMS. The employees said they were satisfied with "Irida”, found it easy to use, and intended to keep using it. Most of them had varying degrees of stress during the initial implementation phase. It was also shown that employees who find "Irida” user-friendly are more likely to be satisfied and intend to keep using it and that employees who find "Irida” easy to use have a positive predisposition towards the system and do not mind that their work becomes more visible.

Hace unos años que la universidad se encuentra inmersa en la Revolución digital. La mayoría de nuestros clientes, los estudiantes, son nativos digitales y piden acceder 24 horas 7 días a la semana a los servicios de la universidad de forma telemática desde su ordenador, tableta o móvil. El PAS y el PDI debe estar a la altura y al mismo tiempo en ciertos trámites también actúan como parte interesada. El papel del servicio de Gestión Documental, Archivo y Registro en la UVic-UCC está siendo una pieza fundamental para liderar esa transformación digital de la gestión administrativa universitaria. Ese artículo no pretende ofrecer una lección magistral sobre la implantación de la eAdministración en nuestra universidad, sino que ofrece algunas pinceladas de las acciones que entre 2016 y 2018 se han llevado a cabo e compartirlo con los demás profesionales que también caminan en esa dirección., The university has been immersed in the digital revolution for years. Most of our clients, students, are digital natives and ask to access the services of the university 24 hours a day, 7 days a week, electronically from their computer, tablet or mobile. The PAS and the PDI must be up to standard and at the same time in certain procedures also act as an interested party. The role of the Documentary Management, Archive and Registration service in the UVic-UCC is being a fundamental piece to lead this digital transformation of the university administrative manage-ment. This article does not intend to offer a master lesson on the implementation of the e-government in our university but offers some brushstrokes of the actions between 2016 and 2018 have been carried out and share it with other professionals who also walk in that direction.

Revisión de la evolución de los últimos diez años del sistema de ges-tión de documentos y archivo de la Universidad de Lleida. Su evolución ha pasado de ser un sistema para el archivo a ser un sistema integrado para la Universidad don-de los procesos de gestión de documentos y archivo son transversales a toda la organización, de manera que el SGD que se va desarrollando da servicio a su comunidad. La metodología utilizada ha sido la administración por objetivos y la normalización a través de ISO 30301., Review of the evolution of the last ten years of the Records and Ar-chives Management System of the University of Lleida. Its evolution has gone from being a system for archiving to the Archives and Records Management Unit to being an integrated system for the University where the processes of document and records management and archiving are transversal to the entire organization, so that the SGD that is being developed serves its community. The methodology used has been administrated by objectives and standardization through ISO 30301.

Research problem: Despite its ubiquitous usage, there has been a lack of research into the New Zealand public sector’s use of Information Communication Technologies (ICT). Email records pose a particular problem, especially when their management is left in the hands of the end user. This poses a risk where the Public Records Act 2005 (PRA) is concerned. The research within this paper explores the retention and disposal of email records within New Zealand tertiary institutions so that the attitudes of information professionals responsible for the retention of email records are captured, as are the perceived risks of managing such records. Methodology: For the purpose of this study quantitative data was collected to determine the understandings, attitudes, and concerns of information professionals. The unit of analysis was drawn from a population consisting of information professionals within New Zealand tertiary institutions. For the purpose of this research, tertiary institutions that operate as publically funded crown entities were identified. The research was undertaken with a Continuum perspective. Results: Within tertiary institutions, the issues of email management do not appear to lie with the appraisal policies or retention and disposal schedules. Instead the main risks associated with email records stem from the original creator, or end user, being responsible for identifying what emails are records and managing them appropriately. The implementation of electronic document and records management systems (EDRMS) varied between institutions, but majority of the research participants identified them as being of importance to the capture and management of email records. Implications: The findings show that there is a lack of empirical evidence into how the end users within tertiary institutions are treating email records. Further study is needed within tertiary institutions as well as the wider public sector regarding the risks posed by the mismanagement of emai

Purpose – The purpose of this paper is to study the issues occurred and benefits gained during this recent Electronic Document and Records Management System (EDRMS) implementation within the resolution team, legal team and ministerial services team of a New Zealand public organisation so that it can benefit future organisation-wide implementation. Design/Methodology/approach – Interview questions were developed based on literature review and semi-structured interview was used to collect data from key users of affected business units as well as EDRMS administrators. Interview results were then compared with pre-defined critical successful factors (CSFs) which include: top management support, mature recordkeeping practices, business classification schemes and effective user cooperation, on-going training and support, Well-planned change strategy and communication to find if there is any potential gap within this implementation. Findings – Issue such as: Lack of early user buy-in or Lack of senior management support arising during the implementations was direct result of violating EDRMS CSFs. Thus, for future deployment, project team needs to correct the issue based on CSFs. However, there are also benefits gained during this implementation which include: Improves overall information quality and efficiency and Enhancing the retention of knowledge base, etc. Practical implications – Before creating a new file in the EDRMS system, users need to do a search first to check if there is any existing file to avoid duplication. Moreover, business rules around naming convention should be in place before the implementation to guide the users to properly name EDRMS files or folders to avoid duplication. Originality/value – This paper will assist the case organisation or any other NZ public organisations for any future EDRMS deployment.

In 2008 the Records and Information Management Professionals Australasia (RIMPA) organisation (then known as the Records Management Association of Australasia – RMAA) launched its Technology Survey. The survey attempted to capture a snapshot, predominantly but not exclusively in Australia and New Zealand, and gain empirical evidence about the use of technology adoption trends, RIM capabilities in host organisations and the role of RIM personnel in technology selection and adoption. The survey had a particular focus on Records Management (RM) and Enterprise Content Management (ECM) systems and processes, but also featured questions on the demographics of the participants, organisational policies and processes around these technologies and peripheral devices. In 2010 the survey was repeated. Consequently, the survey became more than a one-off cross-sectional snapshot and could lay claim to being a longitudinal study, however as a longitudinal study instrument the current survey is lacking validity and reliability. A consensus exists, however, that changes are required going forward if the survey is to continue. This consensus is based on issues that have emerged from analysis of the two iterations of the current instrument. The issues that need to be addressed are: • Low participation rate • The relatively high number of questions skipped • The overall length of the survey • Ensuring the survey has a clear and distinct aim • Ensuring what is captured is core to the survey’s aim • Ensuring what is captured is relevant to the RIM profession • The ambiguity of questions • Misunderstanding of questions • Scope – expansion of the instrument to encompass technology learning, knowledge and skills of RIM professions These issues were identified by Brogan and Roberts in their analyses of the 2008 and 2010 data (2009, 2011 and 2012). This study is an examination and revision of the current technology survey instrument, aimed at ensuring that issues of relevancy, currency, usabi

A study was conducted into the implications of government departmental organisational structures on the fulfilment of Official Information Act (OIA) obligations. The aim of the study was to investigate the systems and processes used by New Zealand government organisations in relation to OIA requests; in particular, to identify any changes since 2001 and the rationale for such changes. The study used authority and responsibility mechanisms, as represented by the chain of command and autonomy, to examine the relationship between organisational structures and effective responses to OIA requests. The research was qualitative and used semi-structured interviews with nine people from three New Zealand government organisations to gather data. The study was not linked to individual OIA requests. Data was analysed using coding of concepts to identify seven main themes, which were: systems and processes; information accessibility; attitude to OIA requests; management of government information; levels of decision-making; timeliness of response, and; managing organisational and political risk. The study found that a range of systems and process are used for responding to OIA requests and that the rationale for these fall into two categories; those designed to support staff and managers to process requests, and those designed to manage organisational and political risks. Whilst most systems had been in place for some time, tracking systems were adopted more recently. The study also found there was an increasing use of pro-disclosure of information to reduce the administrative burden of responding to Official Information Act requests.

Recordkeeping is about “making and maintaining complete, accurate and reliable evidence of business transactions in the form of recorded information.” Yet the research on electronic record management has focused on either electronic records management systems or long-term preservation. Little has been done that takes an holistic view of the entire continuum and the connection between current records management and preservation for future accessibility. In this paper we aim to further elaborate the challenges and effects that are the results when an holistic view of the entire continuum and the connection between current records management and preservation for future accessibility is not taken. The research has been carried out as a qualitative case study in a large railway infrastructure construction project, Å dalsbanan, where many records are operational for more than 100 years. We present results from this case study where the long-term recordkeeping strategy only succeeded to preserve records in form of documents, after that the project phase has ended. The records born in databases and in other business information systems were lost, for future use, when the Ådalsbanan moved from being a project to being a operational railway, that needs to be managed for at least 100 years., Funded by Banverket

In the first article in this series, in the November 2007 issue of IQ, the authors described how they approached their study on whether the way RM professionals manage records in accordance with the ISO 15489 standard is consistent with the information seeking behaviour (ISB) of EDRMS users. Here, they continue their report by discussing their methodology.

Records management has been a central concern for organisations in both private and public sectors since the beginning of the 21st century. This new focus is due both to the introduction of laws, regulations and standards affecting corporate information management; and to the way records are changing from paper-based to “born-digital” and “made-digital”. The need for an effective automated system to manage records is now greater than ever, with Electronic Document and Records Management Systems (EDRMS) being the most likely solution. Despite their increasing popularity, however, successful uptake of such systems is not yet widespread and research into their implementation is still limited. This paper investigates the possibility of applying existing Enterprise Resource Planning (ERP) models to EDRMS by analysing the substantial body of literature on success factors for ERP implementation, both qualitatively and quantitatively; and then comparing these with the still relatively limited literature on EDRMS.

Governments around the world are placing increasing emphasis on effective corporate recordkeeping within both private and public sector organisations, with some governments mandating such approaches: for example, The State Government of South Australia has required all its agencies to have 'an adequate records management program' in place by the end of 2009 (State Records of South Australia 2007). These demands are often met through the implementation of centralised electronic records management solutions – frequently, Electronic Document and Records Management Systems (EDRMS) – but not all implementing organisations adopt an EDRMS solution in the most optimal way; and many such systems fail to meet organisational needs, or gain acceptance form all (or even most) users. This paper reports on a Web-based survey of Australian public sector EDRMS implementation at three levels (federal, state and local government) and forms the first component of a multi-part investigation of Australian public sector records management. This preliminary survey was designed to identify the EDRMS solutions adopted by government agencies, as well as any guidelines or frameworks used in designing and implementing those solutions.

Records management has been receiving increased attention around the world over the last two decades as governments issue ever more laws and regulations about the management of corporate records. An electronic system to manage records effectively is the ultimate goal of every organisation in both the public private sectors – whether to support the development of E-Government or to conduct business legally. Such systems are not yet clearly defined, however, as the obvious confusion and inconsistency of nomenclature makes very clear. This paper highlights the problem and calls for research into this essential but currently ignored area.