FACULTY OF INFORMATION MANAGEMENT

BACHELOR OF INFORMATION SCIENCE (HONS) INFORMATION SYSTEM

MANAGEMENT (IMS245)

MANAGEMENT OF RECORDS REPOSITORY (IMR454)

INDIVIDUAL ASSIGNMENT:

ARTICLE REVIEW OF FACTORS INFLUENCING THE IMPLEMENTATION OF

ELECTRONIC RECORDS AND INFORMATION MANAGEMENT

(A CASE STUDY IN MILITARY SERVICE IN MALAYSIA)

PREPARED BY:
HANUN SYAMIMI BINTI MOHAMMAD
2022901071
D1IM245/4B

LECTURER:
MADAM NOOR RAHMAWATI BINTI ALIAS

SUBMISSION DATE:
17/ NOVEMBER/ 2022
ACKNOWLEDGEMENT
First of all, I would like to thanks to Allah S.W.T. Then I would like to thank my lecturer,
Madam Noor Rahmawati binti Alias. She has been the most helpful and she guide me patiently.
I am very thankful I have her as my lecturer. She even provides a few videos and always asking
us for update about our assignment.

I also want to thank my parents for always support me and always there for me. Not to forget
my classmate that always trying to explain and guide me whenever I found it kind a hard to
understand few things. Thank you to all who have been participated to help me finish my
assignment. I truly appreciate it.

Without all of them I would not be able to finish my assignment perfectly. Thank you so much.

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Table of content
NO CONTENT PAGES
1 Introduction 4
2 Article review
▪ Full bibliographic citation
▪ Intended audience
▪ General problem area
▪ Purpose 5-9
▪ Major findings
▪ Relevant to the course IMR 454
▪ Suggestion
▪ Language
▪ Illustration
▪ Conclusion
3 Reference 10
4 Appendices 11

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Introduction

The article that I choose is about factors influencing the implementation of electronic
records and information management a case study in military service in Malaysia. This has
been written by Azlan Long Abdullah, Zawiyah Mohammad Yusof and Umi Asma Mokhtar.
The reasons why that I choose this article is because I find it quite interesting and there is a lot
of things that I want to know and explore like how it would be due to the military and the
electronic records and information management.

The Malaysian government is committed to using information and communication

technology (ICT) to improve the productivity and effectiveness of public service delivery
systems (Malaysian Administrative Modernization and Management Planning). The
convergence of e-RIM issues, in addition to being complex and dynamic, is conferred with a
distinct and interrelated problem referred to as a "wicked" problem by McLeod and Childs
(2013), which has profound implications for how e-RIM initiatives are conceived, designed, and
implemented. Because of differences in perspectives, requirements, and contexts among
stakeholders, identifying and defining issues, needs, and limitations can be difficult. There may
be no criteria for determining the correct explanation of issues, needs, and limitations. A solution
that works in one context may not work in another at a later date. Contextualized and complex
solutions

The solution's significance is not instantaneous and is difficult to test empirically. Because of
differences in the scope and intensity of the issues, as well as differences in e-RIM contexts,
focuses and priorities, constraints, business nature, working culture, organizational capabilities
and capacity, and mandates used, the existing frameworks are contextual in nature. Furthermore,
the NAM's framework for Malaysian public services is entirely driven by mandates (Yusof,
2015), with no regard for the factors underlying the e-RIM issues or the severity of the issues.

Mandate-driven frameworks are infeasible, if not impossible, in terms of ends, ways, and
means, and are too constraining and unrealistic. Such a framework demonstrates idealism rather
than realism and a tendency toward perfection, which is difficult to implement (and thus not
adopted) and not always achievable or necessary, as well as disproportionate between theoretical
and real-world needs (McLeod, 2012; Martin, 2014; Allan, 2015).

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Review of the article

1.0 Full bibliographic citation

Abdullah, A.L., Mohammad Yusof, Z. and Mokhtar, U.A. (2020), "Factors influencing
the implementation of electronic records and information management: A case study in military
service in Malaysia", Records Management Journal, Vol. 30 No. 1, pp. 81-99. https://doi-
org.ezaccess.library.uitm.edu.my/10.1108/RMJ-10-2018-0043

2.0 Intended audience

Records are very famous among the organization every organization will have their
records department. Not just in a sector of health, education, and many more. It is important
to have a records department. In this article it is more focusing in the military, which is quite
rare to find. It is because we not really familiar about what kind of records that are related to
the military what kind of records that they keep and how do they do it. We know that some
times our audience are mostly students and also researchers that comes from different types of
age. This is very a good research it is because it can help a lot of readers and researchers.

We usually found a lot of article related to health organization and education most of
the time, to know about the military records managements and what kind of issues that they
face also giving a good image for all the audience, it is because we know some of them have
no idea how things work in military especially when it comes to their systems management.
This also helps to give them a new knowledge about the records in military. Not just that, we
know that this are the example of the military in Malaysia, where it helps others country to
know how they manage the records and also can be a reference for others country too.

Not just that, we can see that some others organization do need a reference about how
to organize the records, as we can see that in this military field, they are more focusing on the
electronic records which is way better in keeping the records as it will be safer. It is because
when we stored all the record in a manual format, if there is any disaster happened the records
will be secure and we know that it is safe and in a good hand. We just need to make sure that
systems are well secured.

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3.0 General problem area
In order to have a good records management, we will face few problems which is the
first one is in handling the records we need to make sure that the staff are well aware about the
correct ways on how to handle the records. It is because we find these a really a common
problem that are being face by most of the organization in handling the records. We know that
some of them did not come from a background that studying about the records, but as the
organization itself they can set a training for their staff on how is the correct or convenient
ways for them to handle the records. This also will give the benefits to that organization where
their records will be more organize and easy for them to get the records.

Next is, as we know that in order to make sure that the military are using a electronic
systems in restored their records. We need to make sure that their equipment that they need is
well function and not having any problems with it. It is because we need to support a lot of
records and others important information too. So, it is necessary for the organization to prepare
a very best equipment for their staff. It is because the staff might do their work perfectly but
some how the equipment that they are using quite not up to date and in an old version of it. For
example, the computer that they are using to access to the electronic records must have a secure
password and must be in a good condition.

The problems, mostly because of the people, organization and also the equipment that
are using. It is because even if we have a well train staff, but the equipment that they are using
are not good, the records will be affected too. The organization need to spend some money and
to make sure that they have a well train staff to handle the records management. It is important
to know what are the problems face by the organization so that they can tackle it and manage
it smoothly in order to have a well-organized electronic record.

4.0 Purpose

The primary goal of this research is to create an e-RIM framework based on a practical
strategy for Malaysian government organizations. In order to achieve the goal, the following
three research goals have been set forth identifying and comprehending current e-RIM
initiative strategies and practices in organizations identifying and comprehending the
underlying causes of e-RIM issues, needs, and limitations and their impact on the
implementation of e-RIM initiatives and identifying the goal, priority, and strategies of the
framework. The second study objective, which stresses investigating and identifying elements

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that underlie e-RIM challenges and their impact on the implementation of e-RIM efforts, is the
main emphasis of the authors' discussion in this paper.

5.0 Major findings

This section summarizes research findings about the causes of e-RIM problems that
were discovered after data from interviews, document content analysis, and observation were
collected. The findings regarding the contexts, components, and crucial elements and their
impact on the e-RIM programmed are then discussed. The study's research findings are listed
in Table I and briefly discussed below. This study identified 23 elements that underlie e-RIM
problems and grouped them into settings related to people, organizations, technology, and
processes. The majority of the criteria are supported by data from document content analysis,
observation, or both (indicated by ""), which were based on data from interviews and other
sources.

6.0 Relevance to the course IMR 454

As a student studying information management, this topic is obviously quite familiar

and very close to my heart. As we all know, records are critical in every department and
organization. We are all aware that records must be handled with care and security. Not only
that, but records come in a variety of formats that must be maintained. Records come in a
variety of formats. Every one of them must be cared for in their own way. You can't just do
whatever you want.

Not only that, but keeping records is important not only for researchers but also for the
organization in order to track back all important information. For example, if the records are
related to a hospital, the patient's health records will be required. They must identify their health
issues and the medications that they require. As a result, it is critical that we have all of the
records, not just in manual form, but also in other forms. That is, electronic records, but we
must also ensure that electronic records are secure enough for all organizations to store their
records in them.

7.0 Suggestion

In this article I find it very nice flow and have a very good information to all the readers.
To make sure that the information given is very useful because I have never known that the

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records related to the military, especially in Malaysia. The things that I would suggest in to
those who have more experience in this kind of fields to share more about the records
management. It is because it was a new knowledge for me to know about it. It quite interesting
and very useful in the future. Where it can also help all others organization to know what kind
of problems that they are facing, how they manage to turn from manual to electronic records,
what would be the process and many more.
All I would say is, for all the authors who have any experience to share more about this
field, it is because we usually very familiar with the health records, education and so on. Rarely
about military, so it was a very good one and very informative too.

8.0 Language

In this article, we can see that it is written in a very simple language, English. We all
know how to speak English. This will make it easier for all readers to understand the topics
being discussed. It is because we require information about our readers and researchers. Most
readers have a basic understanding of English and will have no trouble understanding this
article. Language is important because it allows us to ensure that the researcher or readers will
meet the article's objective and will find it easy to complete their research.

Not only that, but even though the article is written in simple language, readers may
need to read it several times in order to fully comprehend the content and what the authors are
discussing. We can see that the sentences are very beautiful and well organized, so you did not
need to google or translate in your native language.

9.0 Illustration

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 As we can see, these are some of the examples that are being used to help all users
understand and learn more about the research. With this table, readers can easily imagine how
things will work, how the flows will go, and so on. It is because we know that some people
will find it easier to understand the table or illustration provided rather than reading the entire
article. Table and figure are really helping in order to have a good understanding in this article.

10.0 Conclusion

To conclude the study's findings, establish that people, organizations, technology, and
processes are factors that underpin e-RIM issues and influence e-RIM initiative
implementation. In terms of people, a lack of competency has made it difficult to manage e-RI
and articulate understanding and awareness, resulting in the e-RIM initiative being ignored and
undervalued. Uncommitted and unsupportive leadership has revealed an inability in leadership,
let alone to champion and drive the initiative's implementation. The findings of this study serve
as a foundation and point of departure for the main research goal, which is currently being
pursued. It is important to make sure that we know and giving the training to the people that
are being in charged to handle all the records. The people that were given the trustworthy to
lead must make sure that their department are in a good hand. It is important to make sure the
staff not being left out or not able to do their work. We have to work with people, technology
and it is not an easy to do. Systems can be down too sometimes, and people seems to be
forgetful regarding any issues.

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REFERENCES

Abdullah, A.L., Mohammad Yusof, Z. and Mokhtar, U.A. (2020), "Factors

influencing the implementation of electronic records and information
management: A case study in military service in Malaysia", Records
Management Journal, Vol. 30 No. 1, pp. 81-99. https://doi
org.ezaccess.library.uitm.edu.my/10.1108/RMJ-10-2018-0043

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 The current issue and full text archive of this journal is available on Emerald Insight at:
https://www.emerald.com/insight/0956-5698.htm

Records and
Factors influencing the information
implementation of electronic management

records and information

management 81

A case study in military service in Malaysia Received 28 October 2018

Revised 28 October 2018
27 December 2018
Azlan Long Abdullah, Zawiyah Mohammad Yusof and 20 March 2019
23 April 2019
Umi Asma Mokhtar Accepted 27 April 2019
Faculty of Information Science and Technology, Universiti Kebangsaan Malaysia,
Bangi, Malaysia

Abstract
Purpose – The purpose of this paper is to explore, identify and gain insight into factors related to electronic
records and information management (e-RIM) issues and their influence on the implementation of e-RIM
initiative in military service in Malaysia. This exploration was conducted via a literature review and case
study.
Design/methodology/approach – This study adopted a qualitative approach and used a case study
involving two army departments in Malaysia. Interviews triangulated by document content analysis and
observations were used for data collection. The data were analysed using a directional content analysis
approach.
Findings – This study reveals that people, organizations, technology and processes are the interrelated
contexts underlying e-RIM issues which inevitably influence the implementation of e-RIM initiatives.
Competency and leadership, governance structure, culture and strategic planning, technology development
and record-keeping process are the main factors impacting such efforts, in turn forming potential obstacles for
organizations implementing such initiatives.
Research limitations/implications – The research approach and design adopted and the sample size
were insufficient for generalization of the findings.
Practical implications – This study shows that e-RIM initiatives pose greater challenges related to
various issues that cause difficulties in improving and implementing the initiative. Thus, it is crucial for
organizations to ascertain and comprehend the factors that influence e-RIM initiatives prior to formulating
strategies and approaches in addressing those factors, which would in turn affect the implementation of e-
RIM initiatives.
Originality/value – This study provides insights into the fundamental factors embracing the e-RIM issues
which influence the initiatives, and thereby fosters further discussion and research in the subject matter in
Malaysia.
Keywords Malaysia, Electronic records, Military service, Records and information management,
Records and management insight
Paper type Case study

Records Management Journal

Vol. 30 No. 1, 2020
pp. 81-99
This study is funded by the Universiti Kebangsaan Malaysia under the research grant GUP-2017- © Emerald Publishing Limited
0956-5698
046. DOI 10.1108/RMJ-10-2018-0043
RMJ Introduction
30,1 The Malaysian Government is committed to the use of information and communication
technology (ICT) as a driving force for the betterment of productivity and effectiveness of
public service delivery systems (Malaysian Administrative Modernisation and Management
Planning Unit [MAMPU], 2016). This has inevitably led to an increased number of
information systems developed and deployed by the government. According to Shaidin
82 (2016), 95 per cent of records and information produced in public agencies in Malaysia are in
electronic form. The e-Strategy for Preservation of Government Records and Archives
initiative, a project led by the National Archives of Malaysia (NAM), was seen as a catalyst
and a turning point for the Government of Malaysia in initiating electronic records and
information management (e-RIM) initiative. The project has published several mandates in
the form of policies, regulations and guidelines with the aim to urge and assist the public
agencies to take up e-RIM initiatives. However, despite those mandates, e-RIM issues
continue to persist, making e-RIM initiatives unsatisfactory, inconsistencies, undervalued,
disregarded and disorganized (Raja and Roseline, 2011; Raja, 2011; Yusof, 2015). This makes
the implementation of e-RIM problematic. Such a situation affects trustworthiness and
confidence in both the value and quality of electronic records and information (e-RI),
compromizes the reliability and usability of e-RI and increases the risk of non-compliance.
Records and information management (RIM) is integral to any organization in
demonstrating openness, transparency and accountability (US Government Accountability
Office [GAO], 2015; Yusof, 2015) which contribute to business operation efficiency, records’
trustworthiness over time, good governance and decision-making, legitimacy and
compliance, curbing corruption, safeguarding the interests and the rights of the citizens,
enabling speedy disaster recovery and preserving corporate history (Yusof, 2015; Baron and
Thurston, 2016; Maroye et al., 2017; The Cabinet Office, 2017). However, managing e-RI
poses greater challenges than conventional records because the former are easily created,
shared, tampered, duplicated, transferred, lost, corrupted and technology dependent (Biraud,
2013; McLeod and Childs, 2013; Houghton, 2016; Baron and Thurston, 2016).
The confluence of the e-RIM issues, besides being complex and dynamic, is vested with a
distinct and interrelated problem called by McLeod and Childs (2013) as a “wicked” problem,
which has profound impacts on the way that the e-RIM initiatives are conceived, designed
and implemented. McLeod and Child argued that understanding the nature of the e-RIM’s
“wicked” problem is vital prior to formulating or selecting appropriate approaches to
address them. McLeod and Child have grouped the interrelated characteristics of the e-RIM
“wicked” problem which was articulated by Rittel and Webber (1973) as follows:
 The formulation of the problem is the problem. The identification and definition of
issues, needs and limitations are problematic because of differences in perspectives,
requirements and contexts among stakeholders; there may be no criteria for
determining the right explanation of the issues, needs and limitation. Certain issues,
needs and limitations are interrelated and one identified problem is an indication of
another problems.
 There is no silver bullet for e-RIM. A solution that works in one context may not
work in a similar context at a different time. There are many potential but no
definite solutions to address e-RIM issues. Solutions are contextualized and
complex.
 The full impact of an implementation (solution) will only become apparent through
its use over time across an organization, perhaps with unanticipated, possibly
 undesirable, consequences. The significance of the solution is not instantaneous and Records and
difficult to attest empirically. information
While concerns about e-RIM are not new, with changing socio-technical landscapes and management
rapid technological innovation, the strategies and tactics for managing e-RI have
changed and pose considerable challenges to organization (McLeod and Childs, 2013).
The existing frameworks are contextual in nature because of variances in the scope and
intensity of the issues, as well as dissimilarities in e-RIM contexts, focuses and 83
priorities, constraints, business nature, working culture, organizational capabilities
and capacity and mandates used (McLeod and Childs, 2013; Allan, 2015; Maroye et al.,
2017; Stuart, 2017). Furthermore, strategies and tactics of the framework are influenced
by researchers’ theoretical tendencies, interpretations, understanding, knowledge and
experience. Therefore, the relevancies and effectiveness of e-RIM framework is greatly
contextualized (McLeod and Childs, 2013; Allan, 2015). As a result, most frameworks
have different goals, priorities ways and means in implementing e-RIM initiative.
Apparently, the absence of a framework which can fit all organizations remains a
distinct problem (McLeod, 2012; Allan, 2015).
In addition, the framework for Malaysia public services developed by the NAM is
entirely driven by mandates (Yusof, 2015) without taking the factors underlying the e-RIM
issues and the degree of the issues into consideration. Frameworks driven by mandates are
infeasible or even impossible in terms of ends, ways and means and are too constraining and
unrealistic. Such a framework is a sign of idealism rather than realism and leaning towards
perfection which is difficult to implement (therefore not adopted) and not always achievable
or necessary and disproportionate between the theoretical and the real-situation needs
(McLeod, 2012; Martin, 2014; Allan, 2015). The lack of a suitable or fit-for-purpose
framework has caused difficulties for Malaysia’s public services to improve and implement
e-RIM initiative.
This has urged that a fit-for-purpose framework which is based on reasonable approach
is required rather than striving for perfection (McLeod, 2012; Williams et al., 2012;
Dearstyne, 2014; Martin, 2014). However, prior to developing such a framework, it is vital to
gain a deeper understanding of existing e-RIM initiative strategies and practices in
organization and the factors behind e-RIM issues, needs and limitations, as well as their
influence on e-RIM initiatives implementation (McLeod and Childs, 2013; Hausmann et al.,
2014).

Research purpose and objectives

The aim of the main research here is to develop an e-RIM framework based on a reasonable
approach for Malaysia public agencies. In attaining the aim, the following three research
objectives have been articulated:
(1) to identify and understand current e-RIM initiative strategies and practices in
organization;
(2) to identify and understand the factors that underlie the e-RIM issues, needs and
limitations and their influence on e-RIM initiatives implementation; and
(3) to identify the aim, priority and strategies of the framework.

In this paper the authors focus primarily on the second research objective which emphasizes
on exploring and identifying factors that underlie the e-RIM issues and their influence on
RMJ e-RIM initiatives implementation. The explorations were made by means of literature review
30,1 and a case study based on two research questions namely:

RQ1. What are the factors that underlie the e-RIM issues?
RQ2. How do those factors influence the implementation of e-RIM initiative?

84
Literature review: contexts underlying the factors
The identification of contexts underlying the e-RIM issues are usually based on the
environment, which strongly influences e-RIM effectiveness and efficiency (McLeod and
Childs, 2013; Hausmann et al., 2014). Past research findings show that there are various
contexts to e-RIM factors as categorized based on scholars’ perceptions, understandings and
interpretations of the issues. Examples of governance, people, best practices, technology and
archives (Aliza and Adnan, 2009); organization, technology and mandate (International
Records Management Trust [IRMT], 2009); people, legal infrastructure and technology
infrastructure (Luyombya, 2010); governance, culture, mandate, users and technology
(Department of Defence Australia, 2010); people, process and technology (McLeod and
Childs, 2013); people, process, technology and principles (Bolton, 2011); and people, process
and practices and technology (Nguyen et al., 2014). Although the contexts used are similar,
but carry different meanings, elements and intensity.
The contexts used in this study are adapted from three disciplines namely information
systems (Hevner et al., 2004), records management (McLeod and Childs, 2013) and
information management (Nguyen et al., 2014). Those disciplines are interrelated (Yusof,
2015) and their collaboration is essential to yield understanding on e-RIM factors (McLeod
and Childs, 2013). Hevner et al. (2004) perceive the environment contexts from business
perspective. The environment contexts need to be understood to define the business needs,
issues and strategy of the framework. The environment context includes the following:
 people – role, capabilities and criteria;
 business organization – strategy, structure, culture and business processes; and
 technology – infrastructure, application, communication architecture and
development capabilities.

Meanwhile, McLeod and Childs (2013), focusing on accelerating positive change in electronic
records management, emphasized three contextual factors:
(1) people – their vision, awareness, culture, drivers and barriers;
(2) process – the working practices, procedure, policies and standard; and
(3) technology – the design principles for delivering effective recordkeeping.

On the other hand, Nguyen et al. (2014) assert that the foundational contexts for effective
and efficient information management and the key components of any information
management framework are as follows:
 people – their responsibility, culture and skills;
 process and practices – the activities of the records life cycle; and
 technology – the architecture, systems and tools.

Based on discussion above and factors from past research findings, the contexts are
restructured into people, organization, technology and process. Within these contexts, the
relevant features as part of the contexts elements and factors are categorized (Appendix, Records and
Table AI). information
management
Method
This study adopted a qualitative approach and used a case study as the research design.
Two military service departments were selected for the case study. Interviews were the
main data collection technique, as triangulated by document content analysis and
observation techniques to minimize bias and establish credibility in research finding
85
(Bowen, 2009). Data collection began in May 2016 and ended in February 2017.

Document content analysis

Document content analysis is a systematic process for selecting and reviewing or evaluating
documents, which requires that content be interpreted to elicit meaning, gain understanding
and develop empirical knowledge related to the issues currently under study (Bowen, 2009).
The number of documents to be analysed is not the main concern compared to their
relevance (referring to the purpose of the study), inclusions, trustworthiness, accuracy and
accessibility (Bowen, 2009). This study analysed 14 types of documents related to RIM
including policies, directives, reports, manuals and procedures which provide data on
strategies, processes, practices, training, principles, audits, inspection criteria and factors.
Such data help the authors to gain some background and historical insights into RIM
development and the factors, construct the questions for the interview and identify the
situation to be observed (Bowen, 2009). Document content analysis began on May 2016 and
took about four months to complete.

Interview
Interviews are the main data source in a qualitative case study (Sarker et al., 2013), which
help collect data based on the perspectives, attitudes, values, desires and experiences
(Rowley, 2012). Such data are crucial to gain in-depth understanding about the issues being
studied. E-RIM is a complex process dominated by people (McLeod and Childs, 2013).
Understanding the e-RIM practices in organizations is challenging especially when it is
based on the respondents’ experience and knowledge that could led to different views,
opinions and perceptions (Jervis and Masoodian, 2014). Thus, to gain an in-depth
understanding, interaction with respondents is vital, which justifies the appropriateness of
the selected technique.
The main purpose of the interviews was to capture the respondents’ insights and views
on e-RIM initiatives. Semi-structured open-ended questions were used as a method of
enquiry. Such methods allow the respondents to freely express their views and provide more
room for the exploration of factors of interest by allowing the authors to probe further
questions for clarifications and thus, enable the interviewees to provide more in-depth
answers (Lazar et al., 2010). The interviews were conducted with 20 different respondents
including commanding officer, deputy commanding officer, head of department,
information technology officer, records officer, chief of administrative staff and
administrative staff. The criteria used for selecting respondents were based on level of
management, including strategic (four respondents), operational (six respondents) and
tactical level (ten respondents) and their pertinent positions in decision-making and
managing record. The interview questions were organized into five sections per respondent
backgrounds and e-RIM contexts, namely people, organization, technology and process.
Different sets of interview questions were used for each level of management. The
interviews were conducted during December 2016 at the respondents’ workplaces and lasted
RMJ for an average of 55 min per session. Notes were taken, as most of the respondents were
30,1 reluctant to be voice recorded. Transcribed notes were then presented to respondents for
verification.

Observations
Observations were used to understand the e-RIM processes and practices in the real setting,
86 support data from the interviews and document content analysis other than identifying the
undisclosed factors during the interviews (Onwuegbuzie et al., 2012; Martin, 2014).
Structural observation techniques were used to derive data from the respondents’
recordkeeping activities and e-RIM practices (what actually the respondents do). The
authors were not involved in the activities, limiting themselves to asking questions in case
any uncertainty arose during the observation process (Gillham, 2008).
Observations were conducted in seven different administrative offices involving the
records officer, head of administrative and its staff. Administrative offices were selected as
they serve as the centre for records management and recordkeeping activities. On
commanding officer’s consent, the observation date and time was arranged at the
convenience of the administrative offices. Each administrative office was observed between
8.00 a.m. and 1.30 p.m. for three consecutive days. Such time range was selected as it is the
peak hours for carrying out recordkeeping activities. This is particularly important to gain
rich data. The observations were performed after the interviews were conducted and lasted
for two months (between January and February 2017). Notes were taken during observation,
as video recording was prohibited.
The challenge of observation lies in assuring that it does not influence or affect the
recordkeeping processes and the e-RIM practices carried out by respondents. However, there
is a tendency for respondents to feel uncomfortable or try to perform something which
deviates from the norm upon realizing their activities are being observed. To eliminate this
possibility, respondents were informed about the intentions of this study prior to
observation.

Data analysis
The data obtained through interview, document content analysis and observation were
analysed by using directional content analysis approach (Hsieh and Shannon, 2005). It is an
effective scientific approach and systematic process of classification and coding (identify the
themes and patterns), categorizing (grouping the themes into contexts) and correlation
(linking and connecting context) (Sarker et al., 2013; Coners and Matthies, 2014). The
analysis process used is shown in Figure 1.
The analysis process was guided by initial coding scheme derived from the existing
theory and past research finding, as shown in Figure 2. During data analysis, new codes
emerged; thus, the initial coding scheme was revised and refined (Hsieh and Shannon, 2005).

Key findings and discussion

This section presents the research findings about the factors underlying e-RIM issues that
were identified from data obtained through interview, document content analysis and
observation. Following this is a discussion on the findings about the contexts, elements and
key factors and their influence on e-RIM initiative. The research findings of this study are
summarized in Table I and briefly explained below.
This study identified 23 factors underlying e-RIM issues, which are categorized into
people, organization, technology and process contexts. Most of the factors identified are
based on data obtained through interview and supported by data obtained from document
 Records and
information
management

87

Figure 1.
Analysis process

Figure 2.
Initial coding scheme

content analysis, or observation or both (represented by ““). The interview column shows
the percentage of the respondents’ views regarding the factors underlying the issues. For
example, 80 per cent of the respondents (16 of the 20 respondents) mentioned that lack of
awareness and understanding are the factors that underlie e-RIM issues. Those views are
supported by observation data that showed inconsistencies in e-RIM practice and not
conforming to key concept of RIM. Most of the respondents created their own practices
based on individual instinct, needs and understanding.
Based on the findings, the initial coding scheme was revised and refined. As a result,
seven main elements and their key factors within each context have been finalised as shown
in Figure 3.

People
People are the e-RIM stakeholders. They are the creators and users of e-RI (such as manager
or administrator and administrative staff), record-keeper, records manager and ICT
professional who deal with the design and maintenance of the system (Malaysia Standard
RMJ Document
30,1 Interview content
Contexts/factors (%) analysis Observation

People
Lack of awareness and understanding 80 
Unsatisfactory level of knowledge and skill 90
88 Insufficient training program and ineffective training strategy 75 
Less priority on e-RIM initiative 90  
Lack of support from top management 85
Lack of commitment from top management in nurturing awareness 100
Lack of capacity and authority to enable e-RIM initiative
implementation* 100  
Organization
Role and responsibility of stakeholder in e-RIM are not clearly
stipulated 100 
Mandates compliance mainly to avoid legislative action 85 
Insufficient mandate regarding e-RIM 100 
Lack of effort to develop, review and promulgate e-RIM mandate* 70 
Evaluation and audit driven by compliance obligations and not
included e-RIM* 80 
“Keep all” and “save everything” 70 
Dominant by conventional record (paper minded) 75 
No existence of strategic plan for e-RIM initiatives* 100 
Technology
Inadequate technology infrastructure 100 
Lack of technology development initiative* 100 
Require high and continuous financial commitment* 100
Less priority and ill funded* 100 
Application system used have limited recordkeeping functions  
Process
Misleading perception – unproductive, unattractive, burdensome
and time-consuming 60
Not standardized and non-conforming to RIM principles 
Personalization of recordkeeping process 75 
Table I.
Findings of the study Note: *Only respondents at strategic and operational levels

MS 2223, 2015). People are the predominant factor and the main impediment to the success
of the e-RIM initiative (McLeod and Childs, 2013; Mosweu et al., 2016). The factors in the
people context consist of competency and leadership.
Competency. Competency relates to the capability, ability, commitment, knowledge and
skills that enable a person or an organization to act effectively in implementing their roles
and responsibilities Online Business Dictionary (www.businessdictonary.com/definition/
competen.html). Competency is essential to e-RIM initiative success and is a prerequisite for
enhancing the level of awareness and understanding the importance of and the need for
implementing e-RIM initiative (National Archives and Records Administration [NARA],
2016; Baron and Thurston, 2016; National Archive of Australia [NAA], 2017; Association of
Records Managers and Administrators [ARMA], 2017; The Cabinet Office, 2017).
The findings have revealed that a majority of the respondents have an unsatisfactory
level of knowledge and skill, lack of awareness (especially at the strategic level) and
 Records and
information
management

89

Figure 3.
Contexts, elements
and their key factors
that influence e-RIM
initiative

differences of understanding regarding the important of e-RIM initiative. This partly

explains through observation data why e-RI were ill-managed, disorganized, disregarded
and not conformance to RIM principles and record life cycle as a whole. The implementation
of e-RIM initiatives is carried out according to their own understanding and instinct.
From a training perspective, the finding indicated that most of the respondents had not
received sufficient training in e-RIM and that the approaches used were ineffective –
disproportionate between gaining knowledge, enhancing skill and generating awareness
among stakeholder and not aligned with core competency requirements. In addition,
document content analysis (based on organization’s training directive between 2015 and
2017) showed that most of the training programs (courses, seminars and workshops)
planned by the organization are focused on conventional records management and
application software (e.g. word processors and spreadsheets).
Leadership. Leadership is an action of influencing individuals to take an integrated
action towards a common goal (Carpenter et al., 2012). Leadership plays an important role as
impetus to e-RIM initiative. E-RIM initiative requires a subtle leadership to lead and drive
change, raise awareness and instil commitment and good practice. (Allan, 2015; Andrews
et al., 2016; National Archive of Australia [NAA], 2017; The Cabinet Office, 2017; Archives
New Zealand [ANZ], 2018). Thus, they must be empowered and understand when, where
and how to use their authority and position to lead, champion and drive e-RIM initiative
success.
Data analysis showed most of the respondents at the strategic (commanding officer and
deputy commanding officer) and operational levels (head of department, records officer and
chief of administrative staff) perceived RIM as a fundamental requirement, a responsibility
that must be executed and as one of the organization’s core function to promote good
governance. However, e-RIM initiatives have not been given priority compared to
conventional RIM despite the increasing volume in e-RI. Most of the respondents stated that
their leaders did not provide enough support in the implementation of e-RIM initiative.
There is lack of endeavours to outreach, advocacy and nurturing awareness about the
importance of and the need for implementing such an initiative. In addition, all respondents
at the strategic level agreed they did not give priority to the initiative as organization did not
have the capacity, had limited authority, especially to enable technology development and
RMJ procurement and inadequate knowledge to implement the initiative. Thus, this has
30,1 compounded their inability to lead, champion and drive e-RIM initiative success.

Organization
Factors in organizational contexts consist of the governance structure, culture and strategic
planning.
90 Governance structure. Governance structure is required as a source of authorities to
provide a clear division of responsibilities, to achieve uniformity and to improve and
enhance effectiveness and efficiency and support the institutionalization process (Biraud,
2013; Svard, 2014; US Government Accountability Office [GAO], 2015; Malaysia Standard
MS 2223, 2015). Governance structure emphasize on change of command, accountability to
assume responsibility and mandate management (includes promulgate, development,
review and auditing) (Malaysia Standard MS 2223, 2015; The National Archive United
Kingdom [TNA], 2016; National Archive of Australia [NAA], 2017).
Information gathered from the interviews and documents content analysis techniques
indicates that clear changes of command, accountability and responsibility are needed for e-
RIM efficacy. However, because of low regard for e-RIM initiative, the governance structure
for e-RIM is not clearly stipulated, leading to lack of visibility and authority. This has made
the right process of implementing the e-RIM initiative problematic, despite this being critical
to ensuring organizational benefits from the initiative.
The findings also reveal that while most of the respondents are aware of the importance
to meet mandates compliance obligations, their intention is mainly to avoid legislative
actions rather than as an instrument for nurturing and institutionalizing good governance in
e-RIM implementation. In addition, the tendency towards and reliance on using high-level
mandate resulting in organization did not place priority on developing, reviewing and
promulgating an e-RIM mandate. Furthermore, some respondents argued that these
endeavours are high-level management’s responsibility (the government and relevant
agencies such as NAM). This partly explained why the organizations lack an e-RIM
mandate, which in turn has created an environment that inculcates individualism in e-RIM
practices.
From the evaluation and audit perspectives, the findings showed that evaluation and
audit are confined to conventional recordkeeping process and driven by mandate
compliance. Such an approach was incapable in providing a comprehensive information
concerning the issues, needs, risks and organization capacity and capability (in terms of
management prerogative, human resources, technology infrastructure and financial
support) despite it is imperative information for refining and improving the implementation
of e-RIMS initiative.
This study found that imprecise e-RIM governance structure and weakness in
management of mandate have impelled difficulties in implementing the e-RIM initiative,
thus creating a gap between “what should be implemented” and “what is implemented”.
This led to individualism, inconsistency and differences in e-RIM practices.
Culture. Organizational culture is influenced by the attitudes, norms and values (beliefs)
that make up the behaviour, practices and actions (Svard, 2014). The level of acceptance and
effectiveness of e-RIM initiatives may be contingent on the organization culture, especially
when it involves changes to mandate and use of new technology/system (McLeod et al.,
2011). E-RIM practices should be part of organizational culture to realize the importance of
e-RIM and to transform e-RIM benefits into reality (McLeod and Childs, 2013; The National
Archive United Kingdom [TNA], 2016).
 This study found that the unsatisfactory level of knowledge pertaining to e-RIM and the Records and
absence of clear mandate, had nurtured the “keep all” or “save everything” culture among information
majority of the respondents. All respondents confirmed that the organization did not have
any specific rule or guideline regarding e-RI retention thus “keep all” or “save everything”
management
practice conceived as a safeguard against disposal of valuable and useful e-RI.
Apart from that, the tendency towards using conventional records (especially among
respondents strategic and operational level) had inculcated a “paper mind” among a
majority of the respondents, thus explaining the dominance of conventional records. This
91
has created an environment in which institutionalizing e-RIM initiatives is difficult. In
addition, some of the respondents perceived e-RIM initiatives as unproductive (of no
economic value), unattractive and burdensome. This has encultured a perception that e-RIM
initiative is of low regard, which in turn means that less priority is given in implementing
those initiatives.
Strategic planning. Strategic plan is an organization’s roadmap that defines the direction,
scope, priorities and resources requirement and is used to monitor progress and evaluate
performance (The National Archive United Kingdom [TNA], 2016). E-RIM approach and
strategies should be incorporated with the business operations concept (Alwi, 2013). E-RIM
is closely related with the goals and objectives of business operations (McLeod, 2012;
Martin, 2014). Records are created as a result of business operations and how records are
managed effects business operations. E-RIM initiative needs to be controlled, monitored,
audited and assessed consistently. Thus, the e-RIM strategic plan should be established and
correlated to the business operations (Gable, 2014; Yusof, 2015; Andrews et al., 2016).
This study findings indicated that organization did not have strategic plan for e-RIM
initiative despite it is imperative for ensuring the e-RIM initiative undertaking are on the
right track. This was particularly because as asserted by the commanding officer, the
absence of a high-level e-RIM strategic plan and lack of e-RIM mandate have caused
difficulties in formulating such strategic plans. In addition, some of the respondents (mainly
at strategic level) state that e-RIM initiative is not a priority at present; thus, they perceived
e-RIM strategic plan as not required. This partly explains why organization lack
determination and fail to undertake systematic endeavours in implementing the e-RIM
initiative.

Technology development
Technology is an important tool to enable, support and drive the implementation of e-RIM
initiatives (Allan, 2015; Akussah and Asamoah, 2015). Hence, to ensure that technology
becomes a useful tool, its capabilities, infrastructure and application systems development
should become part of e-RIM initiatives (Allan, 2015; Andrews et al., 2016; The Cabinet
Office, 2017). However, all respondents agreed that their organization lacked technology
infrastructure and suitable application systems in supporting e-RIM initiative despite it
being a prerequisite to implementation. For example Defence Electronic Messaging System
which aimed to enhance the efficiency and effectiveness of information dissemination,
although able to create, capture, digitize, disseminate and store records electronically but is
not designed according to the RIM principle. Furthermore, it has limited recordkeeping
functions, such as metadata management, record classification and disposal schedule. This
is because of limited resources, operational activities take precedence over the e-RIM
initiative that was seen as less priority, therefore is ill equipped or funded. Furthermore,
the interviewed commanding officer indicates that their superiors were not in favours of e-
RIM initiative as it requires high and continuous financial commitment. Thus, this has
RMJ explained that efforts towards technology development for an e-RIM initiative, while
30,1 pivotal, are clearly lacking in the organization.

Process implementation
The recordkeeping process alludes to the concept of the records life cycle. Its application is
steered by RIM principles (Hausmann et al., 2014). The main goal is to ensure the
92 characteristics of e-RI, namely authenticity, integrity, reliability and usability are retained as
long as they are needed. Data analysis showed that most of the respondents were aware of
the importance of electronic recordkeeping process. However, such an understanding is not
rooted in the records life cycle concept; instead, it reaches more towards personalization of
recordkeeping process based on individual instincts, needs and understanding. This has led
to individualism and inconsistencies in the electronic recordkeeping process and non-
conformance with the concept of record life cycle as a whole.
In addition, because of the unsatisfactory level of competency, inappropriate application
systems used and lack of clear mandates, most of the respondents perceived electronic
recordkeeping process as burdensome and time-consuming, resulting in some fundamental
recordkeeping processes i.e. classification, retention and disposal scheduling, metadata
entry and management and appraisal were less emphasized, ill-implemented or neglected.
Most of the respondents had developed their own ways and means to manage their e-RI. As
the result e-RI were kept without appropriate and standardized classification; retention
periods were not assigned; disposal of e-RI was based on individual instinct rather than e-RI
value or mandate obligations; and vital, active, inactive and archives e-RI were not
segregated. This finding indicates that e-RI is not being managed in way which will ensure
that the authenticity, integrity, reliability and usability of the e-RI can be maintained and
preserved. This partly explains why most of the respondents perceived that the e-RI used in
the organization is a non-reliable source of evidence.

Contexts integrations
In addition to the discussion above, this study has revealed that the contexts underlying
each factor are interrelated and mutually supportive, in line with past research findings
(Biraud, 2013; McLeod and Childs, 2013; Hausmann et al., 2014; Thurston, 2016). These
contexts are complex and should not be simplistically viewed as straight-line cause and
effect. These contexts need to be understood in terms of what each means, their intensities
and priorities as well impacts on e-RIM initiative success to delineate framework goals,
priorities and boundaries.
Although some scholars have differing views regarding e-RIM contexts’ priorities, the
findings showed that all e-RIM contexts are equally important and that there is a need to
draw a balance between those contexts. In this regard, e-RIM contexts should be integrated
to function as a system that will define and yield understanding of the factors that underlie
the e-RIM issues (McLeod and Childs, 2013). The integration of e-RIM contexts is shown in
Figure 4.

Conclusion
The findings of this study establish that people, organizations, technology and processes are
factors which underlie e-RIM issues and influence the implementation of e-RIM initiatives.
From the people perspective, a low level of competency has caused difficulties in managing
e-RI and articulate understanding and awareness resulting in e-RIM initiative being
disregarded and undervalued. Uncommitted and unsupportive leadership has revealed an
inability in leadership, let alone to champion and serve as the driving force in
 Records and
information
management

93

Figure 4.
Context integration

implementing the initiative. In term of organization, this study reveals that an

imprecise governance structure and weakness in the management of mandates, a
“keep all” and “paper mind” culture and difficulties in formulating e-RIM strategic
plan have all manifestly impeded e-RIM initiative endeavours, resulting in
inconsistency, disorganizing and divergence in e-RIM practices. From the
technology standpoint, the lack of technology development initiatives has caused the
technology requirement, required to enable the implementation of e-RIM initiative, to
be ill equipped and funded. From the process perspective, personalization practices
have led the recordkeeping process to fail to conform to key concept of RIM. In
addition, the findings have revealed that the contexts behind e-RIM factors are
interrelated and mutually influence one another and should be integrated and viewed
as a system.
In conclusion, the study findings show that the factors underlying e-RIM issues are
the primary barrier to its success and resonate in organizational difficulties in
implementing those initiatives. Thus, there is a need for greater understanding of the
factors underlying e-RIM issues and how they influence the implementation of e-RIM
prior to the development of an e-RIM framework. The findings of this study form a
foundation and provide a direction towards reaching the main research aim, which is
currently in progress.

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Appendix Records and
information
Contexts Element Factors management
People Awareness and Lack of awareness and understanding of the principles, concepts
understanding and the important of the e-RIM among stakeholder especially at
strategic level (Martin, 2014; Svard, 2014; Allan, 2015; Yusof, 2015;
The National Archive United Kingdom [TNA], 2015; Mosweu 97
et al., 2016; Maroye et al., 2017; The Cabinet Office, 2017)
Misleading perception about e-RIM (Biraud, 2013; Martin, 2014;
Yusof, 2015; Mohd, 2015)
Commitment and Lack of commitment and support from top management (Biraud,
support 2013; Allan, 2015; Yusof, 2015; Mohd, 2015; Muaadh et al., 2016;
National Archive of Australia [NAA], 2017; Maroye et al., 2017)
Insufficient authority to fulfil their responsibilities in
implementing the e-RIM initiative (Biraud, 2013; The National
Archive United Kingdom [TNA], 2015)
Less priority given and lack of endeavours to implement e-RIM
initiative (Xie, 2013; Mohd, 2015)
Knowledge and skill Unsatisfactory level of knowledge and skill (Yusof, 2015; Baron
and Thurston, 2016)
Less emphasis on training and professional education (Svard,
2014; US Government Accountability Office [GAO], 2015; Yusof,
2015; Muaadh et al., 2016)
Training approaches were ineffective and not aligned with core
competency prerequisites for managing records in electronic
environments (Svard, 2014; The National Archive United
Kingdom [TNA], 2015; Muaadh et al., 2016)
Practices and Disorganize and ill-managed, inconsistency and no
attitudes standardization in e-RIM practices (Allan, 2015; The National
Archive United Kingdom [TNA], 2015; Mosweu et al., 2016)
Lack of collaboration and understanding between business
management, RIM, archive, ICT and law (Biraud, 2013; Svard,
2014; Yusof, 2015)
Personalization of recordkeeping practices based on individual
needs and understanding (Alwi, 2013; The National Archive
United Kingdom [TNA], 2015)
Tendency of using conventional record had inculcated “paper
mind” (Alwi, 2013; Stuart, 2017; The Cabinet Office, 2017)
Low regard on e-RIM initiative and unwilling to comply with the
policy and regulation (Allan, 2015)
Organization Governance structure Governance structure for e-RIM not clearly specified (Xie, 2013;
Biraud, 2013; Svard, 2014; US Government Accountability Office
[GAO], 2015; The National Archive United Kingdom [TNA], 2015;
Maroye et al., 2017)
Lack of attention on the appointment of records professions with
right qualifications (Biraud, 2013; The National Archive United
Kingdom [TNA], 2015; Shaidin, 2016)
Lack of enforcement and supervision and no proper action for
non-compliance (The National Archive United Kingdom [TNA],
2015; Australian National Audit Office [ANAO], 2018)
Capacity and There is a gap between the requirements and organizational
capability capacity in implementing e-RIM initiative (Allan, 2015; Baron and Table AI.
Thurston, 2016; National Archive of Australia [NAA], 2016) E-RIM contexts,
(continued) elements and factors
RMJ
30,1 Contexts Element Factors

Lack of records management professional in an organization

(Yusof, 2015)
Limited financial support and requisite continuous financial
commitment (Akussah and Asamoah, 2015; Muaadh et al., 2016;
98 National Archive of Australia [NAA], 2016)
Culture A “keep all” or “save everything” culture (Biraud, 2013; Svard,
2014; The National Archive United Kingdom [TNA], 2015; The
Cabinet Office, 2017)
Difficulties nurturing and institutionalizing e-RIM initiatives
(Alwi, 2013; Andrews et al., 2016; Maroye et al., 2017)
E-RIM initiative is often perceived as support functions, no
economic value and burdensome (Biraud, 2013; Allan, 2015; The
National Archive United Kingdom [TNA], 2015; The Cabinet
Office, 2017)
Business operations e-RIM not incorporated with business operations (Xie, 2013;
Azman et al., 2013; Yusof, 2015; The National Archive United
Kingdom [TNA], 2015)
Strategy and Inconsistent or lack of systematic endeavour in institutionalizing
approaches e-RIM initiatives (Biraud, 2013; Xie, 2013; Maroye et al., 2017)
No existence of strategic plan for e-RIM initiatives (Williams et al.,
2012; Svard, 2014)
Less emphasized on e-RIM initiative performance evaluation and
readiness assessment (Biraud, 2013; The National Archive United
Kingdom [TNA], 2015; Maroye et al., 2017)
Single-minded collaboration (not leaning toward multi-discipline
or multi-agency collaboration (Biraud, 2013; The National Archive
United Kingdom [TNA], 2015; The Cabinet Office, 2017)
Disproportionate relationship between the theoretical and the real-
situation needs (The National Archive United Kingdom [TNA],
2015; Allan, 2015; The Cabinet Office, 2017)
Driven by mandatory compliance (Martin, 2014; The National
Archive United Kingdom [TNA], 2015); Stuart, 2017; Australian
National Audit Office [ANAO], 2018)
Mandates (act, policy, Incomplete, insufficient, unclear, not updated, conflicting, difficult
standard, procedure, to understand and implement (Martin, 2014; Svard, 2014; Akussah
regulation and and Asamoah, 2015; Allan, 2015; The National Archive United
guidelines) Kingdom [TNA], 2015; Muaadh et al., 2016; Andrews et al., 2016;
Maroye et al., 2017)
Lack of effort to develop, review, promulgate and impose e-RIM
mandates (Biraud, 2013; Allan, 2015; The National Archive United
Kingdom [TNA], 2015; Australian National Audit Office [ANAO],
2018; Maroye et al., 2017)
Technology Development and The use of ERIMS is onerous, not user-friendly and does not meet
implementation of e- the user requirements (Allan, 2015; The National Archive United
RIM system (ERIMS) Kingdom [TNA], 2015)
ERIMS used are not conforming to principles and record life cycle
(US Government Accountability Office [GAO], 2015)
Lack of record professional involvement in the development of
ERIMS (The National Archive United Kingdom [TNA], 2015)
No integration between the business application system with
(continued)
Table AI.
 Records and
Contexts Element Factors information
e-RIM functional requirements (Biraud, 2013; The National
management
Archive United Kingdom [TNA], 2015; Maroye et al., 2017)
Infrastructure Obsolete and inadequate of ICT infrastructure (Akussah and
Asamoah, 2015; Muaadh et al., 2016; Baron and Thurston, 2016;
National Archive of Australia [NAA], 2016) 99
Requisite high and continuous financial commitment (Biraud,
2013; Martin, 2014; Maroye et al., 2017)
Lack of endeavour in ICT development and assimilating new
technology for managing e-RI (Svard, 2014; Yusof, 2015)
Process Theory and principle Non-conformance to the principles and concept of record life cycle
as a whole (Biraud, 2013; Martin, 2014; Yusof, 2015; The National
Archive United Kingdom [TNA], (2015)
Implementation Perceived electronic recordkeeping process as burdensome and
time-consuming, resulting in some fundamental recordkeeping
processes i.e. classification, retention and disposal scheduling,
metadata entry and management and appraisal being less
emphasized, ill-implemented or neglected (Allan, 2015; The
National Archive United Kingdom [TNA], 2015)
Difficult to assure the integrity and reliability of the e-RI as
evidence (Allan, 2015; Baron and Thurston, 2016) Table AI.

Corresponding author
Azlan Long Abdullah can be contacted at: azlanlong@hotmail.my

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