6.3 How information culture affects the creation and capture of electronic records
6.3.2 Information culture and records creation and capture
The section discusses the information cultures identified, namely, information transparency, information sharing and information proactiveness and how they affect records creation and capture. These information cultures
161 support the ideals of proper records keeping. The information cultures anchor on the need for the proper creation and capture of records to enable the effective use of information in the organisation.
6.3.2.1 Information transparency
The study indicated that an information transparency culture enables clear communication and ensures that employees know how decisions concerning an organisation’s operations are made. The information transparency culture is supported by processes that guide the proper creation and capture of records. Multiple linear regression statistics indicate that information transparency also predicts records management with a total variation of 30.4%.
Based on this finding, information transparency had significant standardised regression weights ß=.429, t=4.78, p<.001. It is evident that information transparency is integral to records management.
To some extent, there seemed to be communication on what is expected as 99% of respondents agreed or strongly agreed that they were aware of the cost of their lack of adherence to proper records creation and capture procedures. The communication of what is expected from the employees abated any detrimental behaviour towards electronic records. Information transparency hinges on openness and openness is facilitated by access to organisational information. The finding revealed that parastatals have put in place technology that allows employees access to information or organisational records. By employees knowing how decisions are taken and the processes involved in doing so, openness is encouraged in all the organisations. This assertion is to some extent supported in the current study as half (50%) of the respondents agreed or strongly agreed that they have access to records created by others. The assertion is in line with the Information Culture Conceptual Framework, which indicates that a transparent and trustworthy environment facilitates information sharing. It fosters sharing behaviour and permits senior managers to build trust by sharing information. The interview respondents indicated spaces like share points where employees can access and launch their work. It is observable that an ECMS allows the development of an information culture as it aggregates information into different spaces.
The findings imply that although there may be clear communication this does not necessarily result in employees following procedures. The study reveals that although the parastatals may put together procedures to support proper records creation and capture, and a particular information culture, people will be the determinants of whether this occurs or not by following or not following the laid-down procedures. Although records-keeping procedures could promote information transparency, the study found that they were not properly followed by all employees. While the parastatals indicated that openness supports transparency, it is apparent that the behaviour of employees could hinder openness ultimately resulting in information opaqueness rather than transparency.
162 6.3.2.2 Information sharing
An information sharing culture is the underlying culture for all other information cultures presented in the study.
The study found that the parastatals have strong information sharing cultures. Information sharing plays a critical role in records management. As Yin (2014) attests, a good records sharing culture is crucial to the pre- implementation of electronic records. Similarly, Mosweu (2018) posits that electronic records are important tools because they enable more effective information sharing.
A multiple linear regression was carried out (see Chapter 5 section 5.3.4) to determine the significance of information culture on records management. Information sharing was regressed among other information culture types and it was found that there was a positive correlation between information sharing and records management.
Information sharing accounted for 37.8% of the total variation in the dependent variable (records management) over and above other independent variables. The findings imply that information sharing plays a pivotal role in influencing records management. This resonates with Omoregie and Popoola (2018) who in their study also found that there was a significant positive relationship between perceptions of the records management system and information sharing among employees in Nigerian banks. The findings of the current study indicate that there is a significant positive relationship between information sharing and records management.
Hansen and Widen (2017) argue that it is important to have access to the collective knowledge aggregated within an organisation. Electronic records systems provide the capability to aggregate organisational information. The interview respondents in parastatals A and C indicated that they use ECMSs to share information and collaborate.
Arshad et al., (2021) stated that ECMS implementation within organisations is underpinned by the idea and practice of information sharing in an organisation as it enhances knowledge capture and knowledge transfer.
Furthermore, Sundqvist and Svärd (2016) posit that an ECMS is considered a strategy or initiative that organisations undertake to promote a culture of information sharing and collaboration.
For information to be shared in the organisation, there has to be proper records management to capture and maintain the information to be shared. The interview respondents in parastatals A indicated that they have SharePoint, intranet and email as modes of accessing and sharing information within the organisation. These modes assist the parastatals to facilitate information sharing. This finding aligns with Rakemane and Serema’s (2018) study conducted in Botswana, which found that email is predominantly used to communicate and share
163 documents in organisations in that country. Similarly, the finding is consistent with Mutsagondo and Tsvuura (2017) who revealed that email was the preferred mode of sharing information in organisations in Zimbabwe.
Svärd (2014) found that there was information sharing that took place in the two municipalities studied. The information sharing in these parastatals was facilitated by the availability of an electronic records system.
Furthermore, the author also observed that integrating other systems with records management systems was pivotal in facilitating information sharing.
6.3.2.3 Information proactiveness
Information proactiveness can be facilitated by proper records creation and capture. Information proactiveness is based mainly on applying information, making decisions on business changes, and promoting innovation in products and services. It is encouraging to note that a majority, 71 (70%) of respondents agreed or strongly agreed that they prefer to search information (on the web, in databases, and in reports) for decision-making. This, therefore, suggests that the parastatals obtained new information from different sources. Lauri, Heidmets and Virkus (2016) point out that those organisations that subscribe to an information proactiveness culture search for information from a variety of different sources including social media.
The results of the multiple linear regression to determine the significance of information culture on records management (see Table 5.9), indicated that information proactiveness was the second-best predictor of records management. Information proactiveness had a variation of 36.2%. Information proactiveness indicated a positive relationship with records management. Information proactiveness had significant standardised regression weights ß=.037, t= 2.624, p<.010). The results show a strong correlation between information culture and records management.
The findings show parastatals have proper records or information systems (such as an ECMS) that can satisfy the need to acquire new information and use it to enhance or create new products and services. They also have measures in place to support the creation and capture of records. Records and an ECMS deployed in an organisation provide internal information essential for decision-making. Although the interview findings indicated that there were challenges with classifying records that could impede access, the parastatals have procedures that ensure that the records created can be accessed. Information for responding to organisational requirements and business decision-making can be located and retrieved timeously thus increasing organisational efficiency. This enables organisations to increase their competitive advantage by capitalising on information
164 assets and optimising costs (Omoregie and Popoola 2018). The flow of information/records for the dissemination of information is critical for the organisation to be informed of business trends. As noted, the parastatals have the means to share information on email, intranet and an ECMS thereby making information available and promoting information proactiveness.
The findings indicate that the creation and capture of electronic records provide the basic support for any information culture type. Each of the information cultures needs the information to be aggregated/captured. The confinement of the study to the records creation and capture dimensions and leaving out other records continuum dimensions may appear as a weakness. However, the study has shown that information culture affects records management. The findings, therefore, provide the basis for further studies examining the relationship between information culture and records management based on other records continuum dimensions.
In summation, the study as one of the first to test the Information Culture Conceptual Framework in a records management setting has shown that the Framework can establish the information culture and how it supports records management.