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Top1. Introduction
Considering the e-Government programs and strategies of the governments, it is seen that policies prescribing share of information and records, which direct the citizens, public and private institutions and non-governmental organizations to work correlatively, in electronic medium have been planned (e-Government strategy…, 2002; T.C. Kalkınma Bakanlığı, 2010; United Nations, 2012). In this situation, institutions and foundations are expected to form their substructures on which they can share their own inner activities of information and records with other institutions and individuals. Limiting the issue in as records management, such a change brings along not only a technologic transformation but also a cultural transformation especially for the institutions using traditional correspondence, filing and archiving. The success factor in managing records and documents in electronic medium is related with the accordance of the institutions and operational and arrangements without exception. For this reason, as Jones (2008) stated that “willingness of the individuals working in the institutions play a role in the success of this kind of enterprises, and institutional culture change gains importance as well as the technologic change” (53.p). Because in the new structuring on institutional operation in transition into e-government, good records management behavior comes before the management of the records in electronic medium. ERM can only be done by the promotion of records management principles, getting them embedded in the culture and than introducing a dedicated system that will automate what people are doing already, making it an improvement rather than a burden (Maguire, 2005). For this reason, it is necessary to reveal the conditions and situations about methods and operations in providing producing, preserving and accessing of the records before transferring them into electronic medium in the institutions, in a detailed way. Otherwise, we will continue to see the studies (Külcü, 2008) revealing the transformation of these records into unmanageable masses in literature. The results of this study also put forward the roles and administrative responsibilities of the information & records managers and archive experts for professional managing of records in institution. Professionals, who are trained in this field with specific knowledge of managing records, including those electronic records, should be recognized and accepted in the organizations (Ismail & Jamaludin, 2009). As in the other administrative stages, records managers and experts have visions realizing digital technologic transformation in their institutions for records and archive applications, as well. As Bill Gates stated, it is inevitable that managerial support and willpower are provided in the highest degree in order to make “web style life” be adopted within the organizational behaviors of the institution. In the sense of administrative support, putting the decisions with prospective effects on records management in the strategic plans (Hase & Galt, 2011; Wilkins, Swatman & Holt, 2009; Ngoepe &van der Walt, 2009) is paid attention in literature, as well. Considering case studies about experiences gained after stages of ERM applications and process (Chinyemba & Ngulube, 2005; Gilani, Ahmed & Abbas, 2009; Hase & Galt, 2011; Hsu, Chen & Wang, 2009; Johnston & Bowen, 2005; Kemoni & Wamukoya, 2000; Maguire, 2005; Williams, 2005), it is understood that another subject affecting the success factor in this matter is to arrange activities such as education and training and workshops. All workers in university degree are expected to be included in the application in a specific consciousness and awareness level with this kind of activities.