DOI: 10.5176/978-981-08-7240-3_I-81
Authors: Linh Thuy Nguyen, Jo Hanisch and Bardo Fraunholz
Abstract:
EDRMS projects are widely considered the projects of change. The implementation of this enterprise-wide system brings change not only in the work practice of the end-users but also in their perceptions of records management. Many implementations have not achieved satisfactory outcomes due to the ineffective management of this change process, especially in the Australian public sector where the system use is mandated, not voluntary. This paper reports on the analysis of the change management process of eight Australian public organisations’ EDRMS projects using the two change management theories: 3-step model by Lewin and 8-step model by Kotter. The findings indicate the two most important steps in the change process in an EDRMS project are: (a) maintaining a strong coalition that provides consistent support throughout the project life and (b) empowering end-users in the use of the system
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