DATA CURATION AND PRESERVATION: ORGANISATIONAL ISSUES
This week we are continuing our journey on data curation and preservation and specifically organisational issues in this subject matter. As mentioned in our earlier topics, data curation refers to the continuous management of digital information across the lifecycle of records to ensure that records remain accessible, authentic, reliable and usable over time. Sinclair et al., (2011) point out that it is important to note that digital assets play a vital role in supporting governance, accountability, research and service delivery. Whilst technological advancements have significantly improved preservation capabilities, organisational dynamics remain a decisive determinant of the success or failure of digital curation initiatives. Some of the factors that might contribute to weaknesses in governance structures in the preservation of digital records include human resources capacity and limited funding allocations, (Bermes & Fauduet, 2011).
One of the issues that affects data curation and preservation is organisational resistance to change. As with any other change in any specific area, people are always resistant to change, and this situation is no exception. Sinclair et al., (2011) explain that organisational readiness encompasses not only technical infrastructure but that also the cultural willingness of employees to adopt new systems and practices. Implementation of digital preservation systems requires substantial changes in workflows, institutional culture and established work practices. Such transitions are frequently met with resistance from the workers who are used to traditional methods of managing information at the workplace. Eventually this resistance by the employees can lead to slowness in implementation of new systems, in the process weakening compliance to preservation protocols which can lead to compromise of curation activities.
The other issue is the poor interdepartmental coordination that usually exists in organisations when it comes to data curation issues. This subject matter is interdisciplinary in nature and demands collaboration with sections such as information and technology, records management, and administrations departments to mention but a few. According to Bermes and Fauduet (2011) effective interdepartmental collaboration is vital for maintaining consistency in metadata standards, workflows and preservation strategies. Where coordination is weak, preservation efforts tend to become fragmented and weak.
Finally let us now look at the legal and regulatory compliance challenges that are faced by organisations when they are dealing with data curation issues including preservation. Dapper and Farquhar (2009) point out that preservation policies must balance organisational objectives with regulatory requirements to ensure authenticity, legal compliance and trustworthiness of digital records. It is important to note that organisations operate within complex legal and regulatory environments that govern data protection, retention schedules, privacy and intellectual property rights, (Prom, 2011). It is important to understand that non-compliance to available frameworks in place not only increases legal risks but can also undermine stakeholder confidence in institutional information systems.
In conclusion, organisational factors play a fundamental role in determining the effectiveness of digital data curation and preservation systems. Resistance to change, poor interdepartmental coordination, weak sustainability planning and legal compliance are some of the challenges that significantly hinder the long term success of preservation initiatives. To address these issues, organisations need to have a holistic institutional strategy that integrates strong governance structures, policy development, capacity building, adequate resource allocation and leadership commitment.
REFERENCES
Bermès, E., &
Fauduet, L. (2011). The human face of digital preservation: organizational and
staff challenges, and initiatives at the Bibliothèque nationale de France.
International Journal of Digital Curation, 6(1), 226–237.
https://doi.org/10.2218/ijdc.v6i1.184
Dappert, A., &
Farquhar, A. (2009). Modelling organizational preservation goals to guide
digital preservation. International Journal of Digital Curation, 4(2), 119–134.
https://doi.org/10.2218/ijdc.v4i2.102
Dappert, A., &
Farquhar, A. (2011). Implementing metadata that guide digital preservation
services. International Journal of Digital Curation, 6(1), 238–254.
https://doi.org/10.2218/ijdc.v6i1.185
Dappert, A., Peyrard,
S., Chou, C. C. H., & Delve, J. (2013). Describing and preserving digital
object environments. New Review of Information Networking, 18(2), 106–173.
https://doi.org/10.1080/13614576.2013.842494
Sinclair, P., et al.
(2011). Digital preservation and organisational readiness: Challenges in
implementation. International Journal of Digital Curation. (Commonly cited in
digital curation readiness literature)
Prom, C. J. (2011).
Preserving digital objects in institutional contexts: Sustainability and
integration issues. Library Trends, 59(4), 725–740.
well done
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ReplyDeleteIndeed, resistance to change can render data preservation efforts useless if not handled with care at its infancy stage.
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