Introduction
In the world today, most organizations are faced with a variety of issues related to creation and retention of information, primarily brewed by the greatly growing electronic information volumes, complex regulatory and rigid constraints, and storage issues.
Extant literature demonstrates that as contemporary organizations continue to rely more and more on electronic technology to generate, process, store, communicate, and use information in their everyday engagements, the volume of the records being created in electronic format continues to increase exponentially (Lin et al., 2003), as is the need to urgently address the issue of how these large volumes of electronic data could be electronically archived for future use (Abbot, 2002).
Yet, a strand of existing literature (e.g., Abbot, 2002; Philips, 2001) demonstrates that most organizations continue to be held back by an intricate web of challenges in their attempt to implement an effective electronic archival infrastructure, with most of the challenges resonating along the continuum of technological limitations, monetary constraints, and skills shortages.
The present paper seeks to illuminate critical knowledge on how modern-day organizations can go about implementing an effective electronic archiving infrastructure to preserve their electronic records, as well as the challenges that these organizations can possibly face during implementation.
In addition, the paper will address some germane issues which could assist organizations circumvent the challenges and lay the framework for the implementation of a successful electronic archiving infrastructure.
While electronic archiving is relatively new as a retention technique in the business scene, organizations operating in the 21st century have no option than to embrace it if they are to remain competitive and results-oriented.
Understanding Electronic Archiving from an Information Technology Perspective
Seadle (2006) cited in Moghaddam (2008) notes that the word ‘archiving’ refers to the integrated “…process of storing physical objects, generally though not exclusively paper-based, in a physical location, such as a room or a building, to maintain that object’s physical integrity and its intellectual context as could be represented by other objects within an archive” (p. 84).
Electronic archiving, however, is marginally associated with physical objects and physical storage as it utilizes emerging information and communications technologies (ICTs) to preserve large volumes of data in virtual environments (Ashkhoj et al., 2011).
Consequently, electronic archiving delineates “…all activities employed to ensure continued access to digital resources which have retained properties of authenticity, integrity and functionality” (Moghaddam, 2008, p. 84).
As noted in the literature, computer science, or more specifically the computer-based information technology, acts as the core framework or facilitator to electronic archiving, not only due to its capacity to connect nations globally but also its efficiency in ensuring that ideas are shared easily and effectively (Laha, 2011; Castell, 1999).
Implementing Effective Electronic Archiving Infrastructure
IT-based support environments for electronic archiving, also known as digital preservation, have complex multifaceted nature and scope involving not only the technological facets making up the infrastructure, but also the social, cultural, and behavioral characteristics which to a large extent inform the needs and aspirations of respective organizations and their employees (Laha, 2011).
The intersection between technological aspects of the electronic archiving on the one hand and the socio-cultural and behavioral aspects of the enterprise and its workers on the other is, therefore, a fundamental aspect of any effective implementation of the infrastructure.
For instance, organizations that make immense investments to put in place a state-of-the-art electronic archiving system without taking the initiative to train its workers on the use and functionality of the system will possibly fail to reap the benefits accruing from the infrastructure, such as reduced operational costs as well as ensuring the safety and integrity of the electronic documents held in such an infrastructure (Stamatiadis, 2005). It, therefore, follows that such organizations cannot remain competitive.
An effective infrastructure in electronic archiving needs to be implemented in such a manner that the global communication needs of the relevant stakeholders will be sufficiently met Consequently, it is imperative for the information technology (IT) component of the organization to develop programs that not only ensure universal utilization across the global landscape but facilitate adequate communication regarding business issues and project a structured system of information sharing (Castell, 1999).
To effectively implement an electronic archiving system, the IT component of the organization must also ensure that corporate intellectual property rights are well safeguarded to curb potential litigation effects (Laha, 2011).
Indeed, it is imperative to note that the legal penalties associated with intellectual property rights may bring undesirable ramifications to the organizations, such as sustained losses and bankruptcy. It is necessary to underline the fact that bankrupt enterprises cannot retain their competitiveness in the market.
More important, organizations intending to implement an effective electronic archiving infrastructure need to put in place a team that would spearhead the process and ensures that all technological and legal requirements are met (Garie & Chartelaine, 2009).
As noted by Sprague (2005), it is important to adequately satisfy the technological requirements of the project, such as investing in the latest software and hardware, as the electronic archiving infrastructure is predominantly embedded in an IT-enabled framework.
This implies that the choice of technology to be used will ultimately determine the value of the infrastructure, and if the investment made will influence the competitiveness of the organization in the market.
This assertion is reinforced by Stamatiadis (2005), who suggests that organizations that compromise on their technological requirements by installing low-cost, low-utility devices and software only have themselves to blame when such infrastructure leads to loss of business, unsatisfactory clients, loss of critical information and other operational predicaments occasioned by limitations in technology.
The adequate satisfaction of legal requirements is critically important to guarantee that the implementation of the electronic archiving infrastructure does not in any way breach legal statutes and regulations prescribed in any given country (Garrie & Chartelaine, 2009).
It is only through team involvement that inter-country regulations and statutes can be established, and standardization and stabilization processes instituted to ensure that the organization is able to develop one infrastructure that could be used in multiple countries where the organization has business interests.
Standardization and stabilization of processes, according to the literature, is bound to reduce legal suits and conflicts of interests, while fostering understanding and promoting effective communication in all parts of the world (Laha, 2011; Abbot, 2002; Garrie & Chartelaine, 2009).
Here, it should be remembered that legal suits occasioned by non-compliance drain organizational financial and non-financial resources, which may ultimately lead to insolvency or bankruptcy.
When working with the team, the IT component of the team should put in mind the fact that electronic archiving is a long term project (Seadle, 2010) and that there is need to constantly monitor and revise the entire infrastructure (Lin et al., 2003).
Consequently, IT representatives from different countries should be summoned from time to time so that an evaluation on the performance of the infrastructure in their countries can be done.
This will inarguably assist in making amendments that will result to superior performance of the electronic archiving infrastructure (Garrie & Chartelaine, 2009), a predisposition that is also likely to trigger the formation of a results-oriented organization that is keen on sustaining its competitive acumen in the market (Seadle, 2010).
The individual components of the infrastructure that is to be put in place have to be considered independently of each other, rather than putting emphasis on the whole system (Lin et al., 2003).
For example, when coming up with the components that are needed to send an email, it is mandatory for IT technicians to ensure that reception can occur throughout the world rather than having different settings for different countries.
However, there exists the possibility that a certain region in the world may not have the capacity to receive some services due to settings problems. With this in mind, it is the responsibility of the IT component of the organization and the IT representatives in different countries to develop network connection systems that allow for access of information at the lowest possible network connectivity (Garrie & Chartelaine, 2009; Ashkhoj, 2011).
Such an arrangement, according to these authors, will deal with the need to constantly upgrade systems that are in use in order to access information. Here, it is important to note that it is a costly affair for the organization to engage in a type of infrastructure that will require constant upgrading when manpower resources and finances to purchase the software are put into consideration (Lin et al., 2003).
According to Geoffrey (2004), a technical team should be in place all the time to ensure that there is no problem with any component of the infrastructure, which may ultimately lead to destabilization of services. It is the responsibility of the technical team to constantly monitor the infrastructure through the many IT programs under its disposal (Rosenau & Singh, 2002).
Therefore, according to Shailendra et al. (2002), it is important to have a technical team in place so that in case of any problems, the necessary changes can be made so that various businesses can proceed smoothly. Such an arrangement, in my view, is instrumental not only in shaping the tenets of a results-oriented organization but also in ensuring the enterprise remains ahead of its competitors.
Obstacles to the Implementation of an Effective Electronic Archiving Infrastructure
Although many organizations and institutions of learning have succeeded in establishing effective electronic archiving infrastructure (Abbot, 2002), the area is still faced with a myriad of implementation and operational challenges.
Available literature demonstrates that it is often a difficult task for IT experts to develop an infrastructure that will ensure universal utilization of the archived electronic materials due to the differences in rules and regulations that govern certain actions in various countries across the world (Lin et al., 2003).
This problem may be further compounded by reception challenges, encountered due to differences in latitude (Geoffrey, 2004).
The huge volume of data that is expected to be held and managed by the infrastructure has put considerable strain on available technologies. Indeed, some of the information to be archived, such as bank data, is very sensitive to be entrusted to a number of shaky digital archiving solutions found in the market.
However, this does not mean that there are no genuine solutions for extremely sensitive data; rather, the market is abuzz with complex electronic archiving solutions such as the systems used to preserve scientific electronic journals (Moghaddam, 2008), but the cost is way beyond reach to some small and mid-range organizations as well as the majority of start-ups (Seadle, 2010).
Consequently, financial constraints become another impediment toward the implementation of an effective electronic archiving infrastructure. According to Koontz (2008), the technicalities involved in installing and implementing such an infrastructure are way beyond reach for a many small-scale and medium-range enterprises.
Lack of education, adequate training on the used of IT-oriented systems, and lack of awareness, not only continue to water down the gains that could have already been made in this sphere but also acts as impediments to the successful uptake of technology to serve the needs and aspirations of the organization (Lin et al., 2003; Seadle, 2010).
For a project of this magnitude and scope to be implemented effectively, organizations need to train their workers as well as clients about its operational functionalities, and how it could be used to stimulate profitability and competitiveness of the organization.
In this context, organizations need to appropriate adequate resources to the training of their key personnel and partners in an attempt to ensure that investments in electronic archiving infrastructure diametrically trigger organizational results and competitiveness.
Additionally, it is important to note that the solutions offered by electronic archiving infrastructure are beyond technology alone; rather, available literature demonstrates that when workers are introduced to a powerful technology, an intricate and emergent interplay between the workers behavioral characteristics and the operational functionalities provided by the new technology takes place (Laha, 2011), thus the need for organizations to conduct adequate training and awareness on the use of such systems for profitability and competitiveness.
Stamatiadis (2005) is of the opinion that “…digital archives face specific challenges linked to physical storage media as well as hardware and software longevity” (p. 56).
For instance, some of the software used in electronic archiving may become obsolete due to the limitation of time, thus making information or data stored using such software to become useless due to failure decode it after a long storage period.
Consequently, organizations need to assume a cautious position when investing in electronic hardware and software to ensure that they do not lose critical data through embracing time-constrained technology.
Conclusion
The present discussion has oscillated around how organizations can implement effective electronic archiving infrastructure and the obstacles that come into play while engaging in such an exercise. Additionally, some solutions to the obstacles have been mentioned.
It is evident that organizations today, more than ever before, need to embrace an effective electronic archiving infrastructure to promote organizational growth and competitiveness while curtailing any scenarios that may either lead to loss of data or compromise the authenticity and integrity of critical information.
The onus, in my view, lies in the organizations’ capacity to be able to catapult their IT departments into action, and availing the needed resources to them to necessitate the development of a blueprint, which could then be used to implement such a system.
Many organizations have already invested in this technology, and a majority takes pride in the operational functionalities, which could be brought into the organizational culture and processes through the adoption and implementation of electronic archiving infrastructure. To remain competitive and results-oriented, therefore, modern-day organizations have no option than to embrace the new technology.
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