FACULTY OF HUMANITIES

DEPARTMENTOF LIBRARY AND INFORMATION STUDIES

An Assessment of the Digital Maturity of Botswana Examinations Council for

Implementation of Electronic Document and Records Management System

By

Gosego Ramotshabi

ID: 200106095

Supervisor: Dr A Mutshewa and Dr T Segaetsho

Table of Contents

Abstract............................................................................................................................................5

Chapter 1: Introduction....................................................................................................................6

1.0 Introduction............................................................................................................................6

1.1 Background............................................................................................................................8

1.2 Organisation of Study............................................................................................................9

1.3 Statement of the Problem.....................................................................................................11

1.4Theoretical frameworkchosen for the study.........................................................................12

1.5 Objectives of the Study........................................................................................................12

1.6 Research Questions..............................................................................................................13

1.7Justification of the Study......................................................................................................13

1.8 Significance of the study.....................................................................................................13

1.9 Limitation of the Study........................................................................................................14

1.10 Scope of the study and delimitations of the study.............................................................14

1.11 Summary............................................................................................................................15

Chapter 2: Literature Review.........................................................................................................16

2.0 Introduction..........................................................................................................................16

2.1 Theoretical Framework........................................................................................................16

2.2 Digital Maturity and Implementation of EDRMS...............................................................20

2.3Benefits of implementing EDRMS.......................................................................................24

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 2.4 Legislative frameworks thatsupport the implementation of EDRMS inBotswana.............25

2.4.1 National Archives and Records Services Act...............................................................27

2.4.2Electronic Records (Evidence) Act...............................................................................28

2.4.3Electronic Communication and Transaction Act...........................................................28

2.5 Chapter summary.................................................................................................................28

Chapter 3: Methodology................................................................................................................30

3.0 Introduction..........................................................................................................................30

3.1 Research Paradigm..............................................................................................................30

3.2 Research Approach..............................................................................................................31

3.2.1 Quantitative Research...................................................................................................31

3.2.2 Qualitative Approach....................................................................................................31

3.2.3 Mixed Methods Approach (MMR)...............................................................................32

3.2.4 Research approach chosen for the study.......................................................................32

3.3 Research Design..................................................................................................................32

3.4 Target Population.................................................................................................................33

3.5 Sampling..............................................................................................................................33

3.6 Data collection instrument...................................................................................................34

3.7 Validity and Reliability........................................................................................................35

3.8 Data Analysis.......................................................................................................................35

3.9 Ethical Considerations.........................................................................................................36

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 3.11 Chapter Summary..............................................................................................................37

References......................................................................................................................................38

Appendices....................................................................................................................................41

Appendix A: Questionnaire.......................................................................................................41

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 Abstract

Digital transformation is revolutionising records management as many organisations globally are

adopting the technology of electronic document and records management systems (EDRMS) to
digitalise their records management. However, in many developing countries, including
Botswana, implementation of EDRMS has often failed. The is high failure rate has been blamed
on the lack of the necessary level of digital maturity to for such digital transformation. This study
is therefore aimed at assessing digital maturity of Botswana Examinations Council (BEC) to
implement EDRMS. The specific objectives are: To determine the level of digital maturity of
BEC to implement an EDRMS. To identify aspects or dimensions of digital maturity which
needs improvement for BEC to achieve digital maturity. To identify the strategies in place to
achieve digital maturity for implementation of EDRMS at BEC. The level of digital maturity will
be measured using a closed ended question based on Capability Maturity Model (CMM).

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 Chapter 1: Introduction
1.0 Introduction

With rapid technological advancement in the 21st century, organisations are increasingly
adopting digital systems to ease their work flow and processes to enhance service delivery
(Mosweu, Bwalya & Mutshewa, 2016). One area undergoing rapid digitisation is They are
document and records management. Many organisations are implementing technologies such as
the Electronic Documents and Records Management Systems (EDRMS). In adopting these
technologies, the public sector organisations envisage a transformation from the traditional
paper-based document and records management systems to electronic environments (Yin, 2014).
To this end their workflow, operational functions and processes are expected to also be
transformed to achieve high levels of effectiveness and efficiency in the delivery of service to
their customers. The ultimate goal is that most, if not all services are delivered through digital
platforms (Asogwa,2012). However, available evidence shows that the success of the envisaged
transformation has and continues to be elusive for many public sector organisations
(Shonhe,2019). Secondly, the general success rate of EDRMS implementations is relatively low
(Kaupa and Chisa, 2020). One of the challenges that public service organisations are facing is an
incomplete transformation of their functions, operations and process to become digital. For
example, available evidence shows that even after implementing an EDRMS public service
employees continue to use the traditional system(s) parallel to the implemented systems. For
example, they keep their documents on their external drives, there is lack of adequate
documentation, limited finances and opposition to change by staff, thus affecting the
implementation of the EDRMS (Mutimba, 2014). Secondly, some action officers could still want
to request and act on files manually, even though the implemented EDRMS has a digital
alternative for that function. This then raises the question; how can complete digital
transformation to EDRMS be achieved in public sector of Botswana?

The organizational preparedness and capability to implement new technologies has been
investigated by several researchers who came up with models or frameworks to guide evaluation
of digital maturity for organizational to undergo digital transformation. However, the challenge
has been a lack of standardization in the measures of evaluating e-readiness, resulting in different

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studies focusing on different indicators and or combinations of them. Example of some of the
area’s studies focused in their evaluations are the general information infrastructure, the
availability and quality of the internet, human resources, legal and regulatory environment,
technological environments, ICT in the work place, appropriate local content among others
(Yusof ,2008). Another limitation with the proposed models relates to adaptation to different
environments. Digital maturity models help with understanding of organizational situation at the
time of assessment, but fall shorty of providing a plan on how the organization should transform
itself to an advanced level because of the new adopted or implemented technology

The proposed study aims at assessing the Digital Maturity (DM) of Botswana Examinations
Council to implement EDRMS. Malik (2022) defines digital maturity as the ability of an
organisation to utilise opportunities that come with a new technology . DM is a model which is
used to predict digital transformation success, as it focuses not only on an organisation`s ability
to implement new technology but also on its people, culture and processes (Rutkowski, 2022). It
offers a holistic approach to understanding organisation’s digitalization capability. Rutkowski
(2022) notes DM measures the organisation’s ability to quickly respond to or take advantage of
opportunities in the market-based on current technology stacks, staffing resources, and digital
technology to achieve business outcome. DM is a gradual process of integration and
implementation of organisation process, human and other resources in to the digital processes
and vice versa (Alsanova and Kulichking, 2020). In the process the organisation relies on a
digitalisation strategy with Key Performance Indicators (KPIs) that allow for the evaluation of
the implementation. Without a digitalization strategy, the organisation run the risk of ineffective
decision that could negatively affect its performance. Another requirement for achieving the
highest level of digital maturity is the availability of the necessary infrastructure and relevant
structures and units which support the process of digital transformation in the organisation.
Concerning the human factors, it is important that there is a committed management and staff
with necessary skills and competencies to digitalize the organisation. Available evidence shows
that several organisations are struggling to adapt and evolve because they are not digitally mature
for certain levels of digital evolution (Gelashvili, 2020). The study will focus on determining the
level of digital maturity of BEC to implement an EDRMS, determine the perceived usefulness of

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an EDRMS at BEC and identifying the strategies in place to achieve digital maturity for
implementation of EDRMS at BEC.

1.1 Background

Due to increasing volume of information recently, more attention is being directed towards the
records management (Mutimba, 2014). Both governments and private sector are paying more
attention and embracing information and document management technologies. Most
governments around the world are investing in reforms for purposeful streamlining changing the
lives of their citizens for the better. This is being done through establishment of more efficient
information management systems. Despite the huge investment in digital transformation, with a
lot efforts and resources allocated to reforms, little progress has been registered in many
developing countries especially in Africa. Many African countries are still far from realizing
their goal of transforming their societies to the same standards as developed countries. Effective
implementation of EDRMS still remains a challenge for many African countries, most especially
in the Public Sector (Mosweu & Bwalya, 2022).

Like many other African countries, Botswana has invested a lot in technology adoption to
support her 2036 vision of a knowledge-based economy. However, her efforts are not yielding
much especially in low digital maturity of several public entities. This has been attributed to the
lack of an e-Government Strategy through which the country can seek to transform from a
resource to a knowledge-based economy, where information is a critical resource. This would
also include a Digital Records Preservation Strategy and a National Digital Records Management
Policy which are all missing. Botswana even lacks a paper based national records management
policy. A few African countries which include Kenya and South Africa have national policies on
records management, which serve a sole purpose of providing guidance on the procedures,
practices, and regulations on the management of records, including digital records (Mosweu &
Bwalya, 2022).

The lack of policies and strategies to guide digital transformation is frustrating the public sector
of Botswana. There are many challenges such a poor information and communication technology
infrastructure, lack of capacity for digital records management, and an inadequate legal and
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policy framework which is conceptualised upon the maturity capability of entities to guide
digital records preservation which hinder the digital transformations of record management
(Mosweu & Bwalya, 2022). Many public entities are individually attempting to implement
EDRMS in with little success. Botswana National Archives and Records Services (BNARS)
implemented the National Records Management Systems (NARMS) but the system failed
shortly after. Moatlhodi (2015) attributed the failed implementation of the NARMS at BNARS to
of lack of the required digital maturity. This argument is supported by Mosweu (2016) who
investigated the implementation of EDRMS at Ministry of Investment Trade Industry and found
that top management and leadership support which are critical success factor in implementation
of EDRMS were lacking.

1.2 Organisation of Study

Botswana Examinations Council (BEC) is one of the public entities in Botswana which are
struggling with document and records management. This is because it generates huge volumes of
information because of the nature of its activities. BEC was established in June 2007 as a semi-
autonomous organisation within the Botswana government. BEC is mandated by to conduct
examinations and assessment in general education, technical and vocational education training.
BEC also issues certificates in respect of examination and assessment of general education and
technical and vocational education. BEC, or the Council further provides policy advice on
assessment in education. It also has the responsibility of developing standards for the conduct of
examinations in all registered centres, developing examinations centres, and maintaining
standards in the system of examinations. The BEC attends to all matters related to the conduct of
examination, develop examination and assessment in general education, technical and vocational
education, and training, register and accredit examinations and assessments centers for general
education or equivalent including centres for technical and vocational education and training
(Government of Botswana, 2019).

BEC is one of the largest public entities in Botswana and produces a lot of information which
need an efficient digital record system. The BEC organisational structure has six departments
being Product Development and Standards, Examinations Administration and Certification,

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Research and Policy Development, Human Resources, Corporate Services and Information and
Communications Technology. Examination work has been clustered into two core business areas
and is functionally undertaken by the Directorate of Product Development and Standards, and the
Directorate of Examinations Administration and Certification. The remaining four Directorates
provide support services required in ensuring that examinations are conducted efficiently and
cost effectively. There are specialized support units that fall directly under the supervision of the
Executive Secretary that deal with strategy management, quality and compliance assurance,
internal audit and public relations. The Executive Secretary is the Chief Executive Officer of
BEC (Botswana Examinations Council, 2021).

BEC has long been struggling with the manual systems of records and document management
which is prone to delays and errors service delivery, misfiling of records, lost files. This created
a need for BEC to implement a digital document and records management system. Sound
document and records management systems were long recommended by World Bank to improve
for effectiveness and efficiency of services in the public sector (World Bank, 2000). In 2011
BEC implemented Botswana National Examinations Processing System (BNEPS) phase 1 which
was centred around the development and roll-out of the Malepa system. The Malepa system is
focused on the examination process and integrates all core examination process steps within a
single technology solution. The review of BNEPS phase 1 rebirthed BNEPS phase 2 which
aimed to address the BEC Corporate Strategy, in particular, the strategic objective of improving
the utilization of technology with BEC. According to the Macro Project of work document,
BEC073 of 2011 the review came about because while the BNEPS phase 1 was largely deemed a
success, it faced various challenges including some scoped functionality that has not delivered
value to the organization or remains undelivered with the project. The document further state that
a Post Implementation Review (PIR) identified these various issues and recommended a solution
hence BNEPS phase 2 (Botswana Examinations Council, 2013).

BNEPS Phase 2 project is designed to systematically enhance efficiencies and effectiveness of

all examinations processes within the organization. While BNEPS phase 1 aimed to integrate the
core examinations processes within a single technology solution. BNEPS phase II is now focused
on developing and interfacing peripheral processes still direct to the examination process but not

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integrated within the Malepa. It further aims to support the integrity of BEC through proper
records management and information security. Currently, BEC is considering implementing
EDRMS, a project which is an improvement from the BNEPS phase I. The success of the project
is dependent on the digital maturity of BEC as a whole. Previous studies have shown that
implementation of EDRMS requires serious consideration of digital maturity (Mosweu, 2016).

1.3 Statement of the Problem

There is a persisting failure in implementing digital transformations in various government

entities in Botswana. For example, Botswana National Archives and Records Services (BNARS)
implemented the National Records Management Systems (NARMS) but the system failed
shortly after. Moatlhodi (2015) attributed the failed implementation of the NARMS at BNARS to
of lack of the required digital maturity. Mosweu (2016) studied the implementation of an
EDRMS at Ministry of Investment Trade Industry and found that top management and
leadership support which are critical success factor in EDRMS implementation were lacking.

BEC is in the process of implementing Electronic Document and Records Management System
(EDRMS). The initiative was a recommendation from the review of the Botswana National
Examination Processing System (BNEPS) phase I project. As noted in the introductory remarks
the implementation of EDRMS requires serious consideration of the digital maturity of the
organisation (Mosweu, 2016). Failure to assess the digital maturity for implementation of
EDRMS can cause challenges in implementation of EDRMS. Lack of proper infrastructure such
as hardware and software, lack of skilled human resource to manage e-records, lack of support
from top management can hinder the implementation off EDRMS (Mosweu, 2016). BEC has
existing systems and no consideration was) made to ensure how the existing system can easily be
integrated with the proposed EDRMS system. The issue of organisational strategy, availability of
skilled personnel, leadership and cultural and governance have also not looked into. Without a
comprehensive assessment of the current situation, and the development of roadmap for the
transformation to be brought about by the implementation of the EDRMs, its success will be
rechallenged. Therefore, for a better understanding of BEC current situation in terms of digital
maturity for the implementation of the EDRMS and the transformation it would bring, this study
adopts digital maturity model for assessment of the digital maturity of BEC.
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1.4Theoretical framework chosen for the study

This study will use the Capability Maturity Model to assess the level of digital maturity of BEC
to implement EDRMS. The Capability Maturity Model (CMM) is a methodology used to
develop and refine an organization's development process. Dollar and Ashley (2014) note that
the Software Engineering Institute of Carnegie Mellon University released the Capability
Maturity Model for Software (CMM or SW-CMM) in 1990. The CMM was developed to enable
organisation to assess the maturity of their software development process (Dollar and Ashley,
2014). Paulk state that the model includes a five-level evolutionary path with increasingly
organised and systematically more mature processes. The CMM defines five progressive stages
of process maturity based on an organisation`s support for certain key software development
areas that are described generally as Initial, Repeatable, Defined, Managed, and Optimized
(Dollar and Ashley, 2014). Each stage includes a series of associated activities and baseline
metric for measuring performance. These maturity stages are cumulative. An organisation
achieving a high stage of maturity has to implement and sustain all the requirements for that
stage after fulfilling the requirements for all the lower stages (Dollar and Ashley 2014). The
maturity levels are rated 1-5 and the higher an organisation scores the more mature it is. The
study will use the CMM to measure the capability maturity in eight dimensions: Technology,
strategy, leadership, service delivery, operational, human resource expertise, cultural and
governance aspects (Rossmann, 2019). These aspects of maturity will form the variables which
will be quantified to determine the maturity level of each aspect (Araujo, Cassivi, Cloutier, &
Elia, 2006).

1.5 Objectives of the Study

The main objective of the study is to assess the digital maturity of Botswana Examinations
Council to implement Electronic Documents and Records Management System and specific
objectives are as follows:

i. To determine the level of digital maturity of BEC to implement an EDRMS.

ii. To identify aspects or dimensions of digital maturity which needs improvement for BEC to
achieve digital maturity.

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iii. To identify the strategies in place to achieve digital maturity for implementation of EDRMS
at BEC.

1.6 Research Questions

i. What is the level of digital maturity of BEC to implement an EDRMS?

ii. What aspects or dimensions of digital maturity w needs improvement for BEC to achieve
digital maturity.?
iii. Which strategies are in place to achieve digital maturity for implementation of EDRMS
at BEC?

1.7 Justification for the Study

This study is justified in the sense that before the Botswana e-government strategy is
implemented, there is need for thorough assessment of the BEC’s capacity maturity in terms of
strategy, technology, leadership, service delivery, operational, human resources expertise,
cultural and governance aspects to implement EDRMS. Nengomasha (2009) conducted a study
in Namibia and reported that records management policies in the public sector were weak and
inadequate to support smooth digital transformation. Similar studies were conducted in Botswana
and Malawi the findings show that there are several challenges associated with policy framework
for digitalisation of records management. Very little progress has been achieved with regards
EDRMS implementation (Malanga & Kamanga, 2018; Moatlhadi & Kalusopa, 2016; Kalusopa
& Ngulube, 2012; Kalusopa 2010). Therefore, this study intends to assess the digital maturity for
the implementation of an EDRMS in the context of BEC.

1.8 Significance of the study

This study will generate new knowledge in the field of digital maturity for implementation of
EDRMS. The study will focus assessing the level of digital maturity of BEC to implement an
EDRMS, the aspects or dimensions of digital maturity which needs improvement for BEC to
achieve digital maturity and identify the strategies in place to achieve digital maturity for
implementation of EDRMS at BEC. The findings from this study can be generalise to similar

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organisations for purposes of benchmarking their digital transformations in as far as records
management is concerned. BEC stands to benefit from improved process excellence in records
management, arising from system implementation, leading to improved decision making as
records will be available and easier to retrieve. Individual records officers are bound to acquire
technical skills required to work with an EDRMS, enabling them to work in an automated
records management environment. The archives and records management community at large
will benefit from newly added literature arising from this study. As the custodian of public
records, BNARS may use BEC as a future case study for reference, when promoting the use of
automated records management systems to improve records management in the public sector of
Botswana.

1.9 Limitation of the Study

The study will assess the digital maturity of Botswana Examinations Council to implement
Electronic Document and Records Management System (EDRMS). This study is limited to BEC
so its findings may not be generalised to other organisations. The other limitation would be the
confidentiality of the information held by the organisation which may force participants to be
secretive in terms of providing necessary information to the researcher. Regardless of these
limitations, the researcher is hopeful that the findings of the study will be useful and positively
influence BEC’s decisions in the implementation of an EDRMS.

1.10 Delimitations and Scope of the Study

The study will be delimited to BEC and data collected will be focused entirely on the digital
maturity for implementation of EDRMS. The study will be delimited to the employees of BEC
without any discrimination. A random sample will be selected from the population of all
employees at BEC. This is because every office has its own records and this implies that all
officers have knowledge about digital maturity and records management system of their organi

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1.11 Chapter conclusion

This chapter provided an overview of the study including the background of the research
problem, the problem statement, the aim of the study, the specific objectives, research questions,
significance of the study, limitations, scope and delimitations, definitions of key terms, and
organisation of the study. The next chapter (Chapter 2) includes the literature review which will
guide the study.

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 Chapter 2: Literature Review
2.0 Introduction

This chapter includes the review of literature from studies conducted by previous researchers
which are related to this study. The literature review also involves the theoretical framework.
The chapter is arranged starting with this introduction, the theoretical framework; in which the
capability maturity model is reviewed. These are model which will guide the study. The chapter
then extends to review the influence of digital maturity on implementation of EDRMS. The
literature review generally forms a foundation of theory which will guide the conduct of the
study and the validation of the study results.

2.1 Theoretical Framework

A theoretical framework is generally based on one overarching theory (Bergsten, 2007; Ngulube,
2018). Generally, the theoretical framework discusses the relationship among the variables that
are deemed to be integral to the dynamics of the situation being investigated. The theoretical
framework is important at because it makes research findings meaningful and generalizable.
They help to stimulate research and extend the knowledge by providing both direction and
impetus (Polit & Beck, 2004). The theoretical framework helps to validate the findings of the
study by comparing the findings to the relevant theories available.

A review of several theories that have been used to explain the implementation of information
systems such as an EDRMS is of paramount importance in placing this study into context. Such
theories include Designing Information and Recordkeeping System (DIRKS) methodology
which provide the foundation of good recordkeeping. The DIRKS methodology is a process
designed to assist organisations to improve their management of information. It is an extension
of the best-practice approach based initially designed by Australian Standard AS 4390-1996,
Records Management and International Standard ISO 15489, Records Management and
accompanying technical reports. Tough and Moss (2006) noted that the DIRKS model approach
is resources intensive and may involve the services of projects managers, records professionals,
information managers, information technology specialist, corporate governance and risk

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management specialist (including auditors and lawyers), business area expects, and staff
representative. Model requirements for electronic records (Moreq2) was published in 2008,
builds on the original publication of MoReq in 2001. The MoReq2 functional specification
simply list what an EDRMS must do. The revised edition was scoped to include information
from ISO 15489, work performance in archives field by various countries in the European
Unions, and to ensure compatibility with key standards for metadata and other records
management related issues. Lappin (2014) mentioned one of the weakness of Moreq as lack of a
fully worked through theory. In particular there is no coherent body of theory and guidance yet.
The US National Archives are appealing to vendors for ideas on how to automate records
management. This is in stark contrast to the situation at the end of the 1990s when various
national archives around the world were specifying to vendors exactly what functionality an
electronic records management system should have.

Digital maturity models are there and the researcher acknowledge them that they have been used
under the specific environment. This study will adopt the Capability Maturity Model in order to
assess the level of digital maturity of BEC to implement EDRMS. The Capability Maturity
Model (CMM) is a methodology used to develop and refine an organization's development
process (Rossmann, 2018). The model includes a five-level evolutionary path with increasingly
organised and systematically more mature processes. The maturity levels are rated 1-5 and the
higher an organisation scores the more mature it is. The study will use the CMM to measure the
capability maturity of in eight dimensions: Technology, strategy, leadership, service delivery,
operational, human resource expertise, cultural and governance aspects. These aspects of
maturity will form the variables which will be quantified to determine the maturity level of each
aspect (Rossmann, 2018).

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Figure 1: The Five Levels of the Capability Maturity Model

The Initial Level (CMM Level 1)

The organizations which are at this maturity level are still lacking the processes necessary for the
teams to work efficiently. An organization may have put a team of talented people together, but
it often lacks an efficient process to form an efficient team. The processes are often hard to
accurately predict due to being fragmented, poorly controlled, and highly reactive by nature.
Such poor construction often causes inefficiency because team does not feel like a team but
cluster of individuals. An organisation at this maturity level basically focusses on controlling the
team’s efforts, and finding a way for these efforts to be tracked. The success of the team is likely
to depend on efforts of individual and rarely on the team as a whole. These individual efforts
cannot be easily repeated, because they have not been defined and clearly documented to allow
them to be replicated (Ngoepe, 2022).

Managed Level (CMM Level 2)

At this level, the organizational process is managed at the project level. Unlike the level 1, the
organisational processes are more organised with proper planning, performance measurement,

18
and control system. The process is still basic but repeatable, firmly established and allows
successful processes to be repeated. The organisation has the ability to depend on existing
system. However, there is a room for improvement. This is because most of the work being done
is still by try and error to and documenting successful trials. This is being reactive instead of
being proactive towards achieving the organisational goals (Araujo, Cassivi, Cloutier, & Elia,
2006; Lack, 2018).

Defined Level (CMM Level 3)

An organization at the defined level of the CMM is already on its way to achieving digital
maturity. It is close to a healthy composition and structure. The organisational processes are well
characterized and understood, and often are described with standards, procedures, tools, and
methods. Unlike the Managed level, the defined level has the clear scope with specific standards,
process descriptions, and overall procedures (Esakki, 2021). On addition to a wider scope, the
top of the wider scope at the defined level, processes are more widespread and uniform, with
many processes and procedures. However, the processes vary widely but they vary wildly on a
case-by-case basis. There is a unique process that pays better attention to documentation,
standardization, and integration. The process is not yet perfect but there are only a few steps to
perfection. At this level, the organisation is much closer to efficiency, but lacks the quantitative
aspect (Esakki, 2021).

Quantitatively Managed Level (CMM Level 4)

At this level, organizations are realizing the largest portion of their full potential. There is use of
quantitative methods to analyse data. The objectives of improvement for individuals are
predictable, and all align to meet the expectations of both internal and external stakeholders
(Lack, 2018). The processes are large and include sub-processes. These sub-processes greatly
increase the efficiency of the overall process because they are controlled using statistics and
quantitative measures which are usually more accurate. The quantitative methods increase the
predictability in outcomes and allows for more accuracy as compared to qualitative methods
(Lack, 2018).

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Optimizing Level (CMM Level 5)

This is the topmost level of maturity for the organizations. Ata this maturity level, the
organisation focuses more on continuous improvement of processes to maximise opportunities.
The organisation is now stable, processes are well established, with clear, widespread, data-
driven, and efficient processes. There are all tools needed for success and the future of the
organization is predicted to be healthy. While the organization is still not yet perfect and will
seek more improvement, the efficiency is very high and usually close to 100% (Lack, 2018).

The digital maturity model has implication for this study because it will be solely used to
measure the ability of BEC to implement EDRMS. Without a high level of digital maturity (the
optimising level), BEC may not successfully implement. This is because the processes in place
may not be efficient enough to support the adoption of the technologies involved.

2.2 Digital Maturity and Implementation of EDRMS

This section includes a review of literature from previous studies which investigated the
relationships between digital maturity and implementation of EDRMS in various organisations
from various parts of the world. This section provides guidance for conducting the study and
validating the findings of the study. This is because the results of the study will be compared
with the findings from previous researchers reviewed in this section of literature review.

Gelashvili (2020) conducted a study to inquire EDRMS in the context of eGovernment. The
study centred on how EDRMS could raise efficiency in public service delivery in Georgia. The
data was analysed using qualitative approach was to analyse the data collected from the
interviews with state officials and ICT experts and the questionnaire among civil servants.
Gelashvili (2020) reported that the major obstacles to implementation of EDRMS are technical
difficulties, especially at the initial stage when the first system was launched and organisation-
wide confusion which meant perceiving EDRMS as a separate artefact and not fully incorporated
within the entity. The human factor was also reported among the major obstacle to the
implementation of EDRMS.

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Kwatsha (2010) conducted in South Africa to examine the failures and successes in the
implementation of an EDRMS and the factors affecting this process. The study used qualitative
approach and used triangulation to validate the results of the study. Kwatsha (2010) reported that
th key factors which affect the implementation of EDRMS are strategic, social and technical
nature factors. These results show that the digital maturity influences implementation of EDRMS
with strategic, social and technical dimensions having the most significant effects.

Parbanath, Ndebele, Nyide and Ndlovu (2022) also conducted in South Africa to determine the
extent to which management support contributes partial or complete failure of e-government
systems in KwaZulu-Natal (KZN). The study adopted quantitative approach to and analyse from
data from a sample of 181 employees at KwaZulu-Natal (KZN) Department of Cooperative
Governance and Traditional Affairs (COGTA). The data were analysed using the Statistical
Package for Social Sciences (SPSS). The findings of the study show that poor planning and a
lack of management support are the main factors that hinder the implementation of EDRMS at
KZN COGTA. Changes in management during the implementation of EDRMS also contributed
to partial or total failures in this regard. The results also indicated that management inputs, such
as decision-making, planning and information dissemination are critical in the successful
implementation of EDRMS (Parbanath, Ndebele, Nyide, & Ndlovu, 2022). Since leadership is
one of the dimensions of digital maturity, the results generally indicate that digital maturity
positively influences implementation of EDRMS.

Achieving the highest level of digital maturity vital for successful implementation of EDRMS.
Many e-government implementation initiatives achieve different levels of success in
implementing EDRMS (Parbanath, Ndebele, Nyide, & Ndlovu, 2022). The situation is worse in
developing countries because only a small percentage of e-government systems are successfully
implementing EDRSM in developing countries while the implementation in most countries is
either total or partial failures. These failures in the implementation of EDRMS especially in
developing countries have been attributed to absence of training schemes and suitable staff, a
lack of educating employees about the value and benefits of adopting e-government systems and
a large design gap where off-the-shelf systems that are taken from developed countries and
imposed developing countries (Parbanath, Ndebele, Nyide, & Ndlovu, 2022).

21
Asogwa (2012) once pointed out that there are few or no countries in Sub Saharan Africa where
archivists and record managers have acquired the basic skills and competences required fo
manage electronic records. The reason was that while information technologies have brought
enormous benefits to organisations, they have simultaneously introduced several challenges and
difficulties. Consequently, it increased the risks of losing data and records, risks to reliability and
authenticity of electronic records, loss of data security and privacy, increased costs of records
management, and increase in decentralisation of records management has resulted in increased
need for information technology specialists

Improving the ICT competences of staff is one of the key strategies to achieve digital maturity of
an organisation. Asogwa (2012) points out that in most African countries, record managers lack
the fundamental skills and competences that would enable them to handle records in an
electronic environment. Aziz et al (2018) believes that EDRMS users should be equipped with
knowledge and skills to operate the system and master the basic concepts of records
management. EDRMS offers a new concept of document management for large of users within
the organisation as well as the underlying cultural changes within the organisation.

According to Van Winkelen et al. (2007), laggards result from a lack of knowledge and skills
about how to use the system, and many systems are difficult touse. Several African studies have
revealed thatrecords management professionals lackthe necessary skills and competencies to
manage records ina networked environment (Mnjama & Wamukoya 2007; Ngoepe & Keakopa
2017; Mosweu & Ngoepe). Mosweu (2019) revealed that beyond Africa, in Australia, a similar
challenge is a reality. Recognising that the digital age requires a skilled and knowledgeable
workforce with capabilities needed for ensuringthat digital information remains accessible and
usableover time.

The National Archives of Australia (2015) developed a digital information and records
management capability matrix for records and ICT specialists to enable them to cope with
requirements for the management of digital records. Studies by Kemoni and Wamukoya (2000)
and Iwhiwhu (2005) confirmed that African records keepers lack the basic skills and
competences for handling records and archives in the public sector. There is a problem of
technophobia among most officers in Africa, especially among the older employees. According

22
to Segaetsho and Mnjama (2017), knowledge and skills for every profession are vital in
equipping human beings with informed planning and decision-making. According to Wamukoya
and Mutula (2005), the challenges posed by new technologies in genealogical and e-records
management necessitate that records and archives management staff be equipped with new skills
and competencies through training or retraining in order to operate and undertake projects
effectively in an e-environment. IRMT (2004) points out that as e-government services are
delivered using new ICTs, the intended benefits will be compromised unless the issue of capacity
building is addressed, noting that failure to address this issue could lead to reduced government
effectiveness; increased operation costs; gas in recorded memory; reduced public access to
entitlements; erosion of rights; and weakened capacity for decision making. Wamukoya and
Mutula (2004) further point out that there are various skills and competencies that are required of
staff working in an e-records environment. Such skills and competencies are diverse but can
becategorisedat various levels, including records and information management skills, technology
skills, managerial skills, and project management skills. Other e-records management skills
include, but are not limited to,skills to create, capture, classify, index, store, retrieve, track,
appraise, preserve, archives,and dispose of records in an electronic environment (Wamkoya &
Mutula, 2004). These need to be complemented by knowledge of the e-records environment,
knowledge of e-records management practices and trends, knowledge of the type of electronic
records including web pages, and knowledge of IT applications to records and archives
management (IRMT, 2004). Mutiti's (2001) finding revealed that the most common application
of computers was word processing because of a lack of skills and competencies to implement
and use advanced applications.

On addition to digital maturity Lack (2018) adds that successful implementation of EDRMS
require the right team, a proper and clear implementation plan, develop a clear information
management framework, understanding legislative requirements, outline migration requirements,
pilot before roll-out and train EDRM system users. Lack (2018) emphasised that the selectingthe
right team isessential for anyproject’s success. The key roles in project success are played by the
executive leadership,the project manager and project team. The executiveand senior leadershipof
the organisation play a moreessential role in times ofdigital migration to EDRMS because
theydirectly impact user adoption, recordkeeping compliance, and the overall success of the
implementation of EDRMS. Developing a thorough implementation plan is essential for any
23
successful EDRMS implementation. The planoutlines clear deliverables, key milestones and due
dates. The organisation needsto determine where the project plan will be maintained and reported
on. The plan also includes a budget andthe objectives of theproject in the plan should be SMART
(specific, measurable, attainable, realistic and timely). During the planning, the project risks are
also identified and assessed so thatsteps that can be put in place in order to mitigate these
risksare sought. The communication planand change management planshould alsobe part of the
implementation of the EDRMS. This is because open and frequent communication is an essential
component in the success of any project implementation. Such a plan should highlight how often
project stakeholders, employees and end users should be liaised with, and communication should
begin early on in the project timeline. A change management plan should be created in order to
guide the transition process for change management (Lack, 2018).

2.3 Benefits of implementing EDRMS

According to the study conducted by Gelashvili (2020) in USA, the advantages associated with
implementation of EDMRS include saving paper, saving human resources, succeeding in time-
efficiency, removing physical barriers, security, transparency and an increased sense of
accountability. The implementation of EDRMS also included improved communication, clarity
of tasks, the efficiency of the workflow and document management, in general. These findings
generally show that EDRMS contribute significantly to the overall productivity of employees.

According to Keakopa and Mosweu (2020) argue that implementation of EDRMS promotes
accountability and transparency, improves relevance of document retention and data integrity,
positively impacts systems efficiency and cost reduction, achieves integration of data and leads
to streamlined business processes for accessing and storing data. This implies that the EDRMS
improves the overall performance of the organisations.

Jere and Ngidi (2020) pronounce relative advantage of adoption of ICT as the benefits that the
organisation gains by using ICT. They further state that different types of measures determine
that the innovation provides relative advantage measures such as financial benefits which are
important. Chiu el al. (2017) argue that relative advantage is one of the most important

24
determinants that influence the implementation of ICT in Malaysia. Yin (2014) state that an
EDRMS generally helps the organisation to improve its overall information quality and
efficiency. Johnson and Bowen (2005;134) pronounce that “the basic benefits are that a process
(work) is done more easily (less effort required); it is done more quickly; it is done with better
quality; it is easier to find out about it afterwards”. From the statement, it is visible that by using
an EDRMS, an organisation’s overall organisational records management can be boosted to be
efficient and increase the productivity for the information workers within the organisation.
Several scholars indicate that the benefits of implementing EDRMS are significant and include
cost saving, enhanced reliability and access from the responsibility of server ownership,
enhanced protection against data loss, increased collaboration and business continuity or disaster
recovery (Bassett 2015, Carroll et al2011, Kabata, 2012, Mckemish, 2013).

According to Mosweu, Bwalya and Mutshewa (2016), public sector organisations across the
globe have increasingly adopted EDRMS solution for the purpose of improving organisational
records management practices and consequently comply with legislative and regulatory
requirements. Kaupa and Chisa (2018) emphases that although the benefits of implementing the
EDRMS have been widely documented, researchers have increasingly recorded limited success
in EDRMS initiatives implemented by government agencies. Some of the benefits for the
implementation of the EDRMS include increased efficiency in records management operations,
improved business process, job satisfaction, alignment with organisation`s business strategies,
top management are satisfied with the system, saving on office storage space, quick sharing and
dissemination of information amongst the users, reliable back up of information and it also
enhances quick decision-making process since information can be retrieved regardless of the
geographical location (Nyuyen, Swatman, Fraunholz and Salzaman, 2009). Mosweu (2016)
agrees with the above authors as he emphases that the potential benefits of ICT are increased
efficiencies and effectiveness, reduction in costs of service delivery, and reduction of corruption.

25
2.4 Legislative frameworks that support the implementation of EDRMS in
Botswana

Regulatory frameworks are a critical environment conditions required to support EDRMS

implementation. The literature suggests that this concept is like government policies (Zhu and
Kraemer, 2005; Dasgupta, Agarwal, Ioannidis and Gopalakrishman 1999; Umanath and
Campbell). Dasgupta el.al (1999) found that companies operating in an environment where
government policies are restrictive have low IT implementation. In fact, countries implement
new technology must have appropriate legislative frameworks, policies, and regulations. Digital
records should be managed through guidance of a specific regulatory framework, the purpose of
which is to provide an environment which is conducive to proper records management. Such
local frameworks include the Botswana National Constitution, Botswana National Archives and
Records Services Act (year), Botswana Electronic Records (Evidence) Act and Electronic (year).

As observed by Mosweu and Ngoepe, (2018), there is no use in having policies and procedures
that guide the implementation of digital records but failing to implement them. Different authors
such as Keakopa (2006), Ngoepeand Van der Walt (2009), Ngoepe and Keakopa (2011) and
Ngoepe and Saurombe (2016) asserted that there are no guidelines and standards to guide the
management of digital records in Botswana. Mosweu and Ngoepe note that ISO 15489-1 (2016)
is used to guide the development and implementation of records management programmes,
although such a move is adopted by records managers without any documented policy direction
by BNARS. They further acknowledge that in the ESARBICA region, it is only South Africa
which has domesticated ISO 15489-1 (2001) to guide the public sector records management
(SANS 15849-1, 2004). Keakopa (2016) revealed that Botswana and Namibia there are no
established policies, procedures or strategies for the management of electronic records. The
policies and procedures are however important for directing and guiding on better approaches to
the management of electronic records. The absence of documented and accessible policies and
procedures in government makes it difficult to achieve accountability, as no one is responsible
for official communication.

26
Mnjana and Wamukoya (2006) believes that the level of commitment to manage e-records can
be measured by the existence or non-existence of existence of records management policies and
procedures. However, the mere existence of law or policy is not enough evidence that the
organisation is committed to manage its e-records. Griffin (2003) has observed that in many
governments, policies and regulatory framework is often weak or out-dated. In some countries
the responsibility for managing the information on which government and citizens depend is
often not properly assigned or is unclear. It is important to note that the existence of a records
management policy that does not embrace all forms of records and particularly electronic and
digital records is inadequate (Mnjama and Wamukoya, 2016). In assessing laws, policies and
procedures, it is of vital important to examine whether the government accepts electronic records
as evidence. Keakopa (2016) further assert that most archival institutions in developing
countries, and a few in the developing world, have established policies and procedures to ensure
the proper management of electronic records. For example, the National Archives of Australia,
New Zealand and Malaysia as those with policies and procedures and through these policies and
procedures it’s provide conditions for the appropriate access, protection, use and preservation of
electronic records (Mnjama and Wamukoya, 2016). Policies and procedures in the countries
emphasise the requirements for systems and process that deals with electronic records; their
reliability, access and long-term preservation (Keakopa, 2016).To ensure the authenticity of
electronic records, organisations should implement and document policies and procedures that
controls the creation, receipt, transmission, and maintenance and disposition of records, and
ensure that records are protected against unauthorised addition, deletion, alteration, and use
(ICA, 2005).

2.4.1 National Archives and Records Services Act

The National Archives and Records Services (NARS) Act of Botswana was enacted in 1978 to
give the Department of Botswana National Archives and Records Services (BNARS) its mandate
to provide a framework for managing public sector archives and records. It mandated BNARS to
collect, preserve and make accessible the nation`s documentary heritage. Mosweu and Simon
(2019) stated that in recognition of its deficiencies, amendments were made in 2007 to
incorporate the management of current records, electronic records and recognition of private
archives. Keakopa (2018) posits that although the NARS Act was amended in 2007, it remains

27
unclear on how records generated in electronic formats should be managed. Mosweu and Simon
(2019) advances that this leaves uncertainties as to what constitutes the emerging new formats of
records as well making records creators and legal officers uncomfortable with the use of such
records as evidence because of their unclear status in the legislative provision.

2.4.2 Electronic Records (Evidence) Act

Electronic Records (Evidence) Act provides for the admissibility of electronic records evidence
in legal proceedings and the authentication of digital records. It also provides for the
admissibility in evidence of electronic records as original records (Government of Botswana,
2014). Mosweu and Ngoepe (2018) noted that the legislation is well placed to promote the
maintenance of digital accounting records that remain authentic over time. For example, the
Government Accounting and Budgeting System (GABS) Botswana is not integrated with an
electronic records management system thus maintaining the authenticity of digital accounting
records residing in the system may be questionable as GABS is principally a business system.

2.4.3 Electronic Communication and Transaction Act

Electronic Communication and Transaction Act (ECTA) which facilitates and regulates
electronic communications and transaction (Government of Botswana, 2014). Mosweu (2019)
point out that with secure electronic signature and records, the government can do business with
private commercial organisations with the knowledge that its information is protected from
interception by third parties. It recognises electronic signatures and records emanating from e-
mail communication, BEC Act and organisational Records management policy.In the context
ofSouth Africa, Ngoepe (2004) further states that the ECTA was passed in order “to provide for
thefacilitationand regulation ofelectronic communication and transaction; to providefor the
development of anational e-strategy for South Africa. Interms of this Act, electronic records are
admissible as evidence in the court of law. In assessing the evidential weight of such
information, regardsmust be given tofollowthe reliability of the way therecords were generated.
Ngoepe (2004) suggested that electronic records management systemsshould be designed in such
a way thatelements such as security, integrity and authenticityis of primary.

28
2.5 Chapter summary

This chapter included the theoretical framework in which the digital maturity model was
discussed. This model will guide the study because it will be used to assess the digital maturity
of BEC and determine whether it is ready for implementation of EDRMS. The chapter also
included a review of empirical literature on how digital maturity influences implementation of
EDRMS. The chapter again includes the benefits of EDRMS and the legal framework to support
the implementation of EDRMS in Botswana.

29
 Chapter 3: Methodology
3.0 Introduction

This chapter presents the research methodology adopted for the study. According to Kothari
(2008), research methodology is made up of techniques and mechanisms which formulate the
problem statement, obtaining results and reaching study conclusions. It is at the centre of the
research process as it provides the lens through which a researcher looks when making decisions
on acquiring knowledge about social phenomenon, including getting answers for the research
questions asked. This chapter thus presents the research paradigm, research design, research
approach, study population and the sampling strategy, data collection techniques and or methods,
data analysis procedures and ethical considerations.

3.1 Research Paradigm

A research paradigm is a basic set of beliefs that guide action (Lincon and Cannella, 2014).
Creswell (2014:6) uses an alternative term “Worldview”, rather than paradigm to refer to a
general philosophical orientation that a researcher brings to the study. He suggests that
individuals preparing research proposals or plans should make explicit the larger philosophical
ideas they espouse so that it helps them explain why they chose qualitative, quantitative, or
mixed methods research (MMR) approaches for their studies. According to Creswell (2014),
there are four research paradigms or worldviews, and these are positivism, interpretivism,
pragmatism and transformative.

According to Matthews and Ross (2010), pragmaticism is based on the purpose and objectives of
a study and the type of data collection instruments necessary to collect data that can address the
phenomenon. Positivism paradigm follows the deterministic and empiricist philosophy, where
causes determine affects, and aims to observe, quantitatively measures, and predict relationship
between variables (Hamersley, Mackenzie and Knipe, 2006). The Transformative paradigm
deals with what one may call social issues such as oppression, social injustice, and
discrimination to transform the society for the betterment of all (Creswell, 2014). Interpretivism
is a way to gain insights through discovering meaning by improving comprehension of the whole

30
phenomena. The assumption under interpretive is that the whole needs to be examined to
understand a phenomenon (Corbin and Strauss, 2008). Interpretivists assume that social reality is
not independent of people’s interpretation and experience. Pragmatism is a combination of
positivism and interpretivism.

This study follows pragmatism paradigm as it is the most appropriate inachieving the objectives
of the study. This is because the research will use mixed method which uses both quantitative
and qualitative techniques to analyse data (Shahani, 2020). Pragmatism will enable the
researcher to explore individual’s experience and knowledge about the digital maturity of BEC
with more detailed data which cannot be captured by closed-ended questions in quantitative data.

3.2 Research Approach

Research approaches are the plans and procedures for research that span from broad assumptions
to detailed methods of data collections, analyses and interpretation (Creswell, 2014). Kothari and
Garg (2019) opine that there are three major approaches in research. These are qualitative,
quantitative, and mixed-method research (MMR). The most common ones are the quantitative
and qualitative research approaches (Creswell, 2014; Kothari & Garg, 2019).

3.2.1 Quantitative Research

The quantitative approach is defined by Gerring (2012:362) as “any inference based on large
number of dataset observation, that is, statistical analysis”. It largely uses numbers, rather than
words or text to quantify data during collection and analysis (Bryman, 2012). It is also about
testing theories by assessing the relationships between variables (Creswell, 2014). According to
Leedy and Ormrod (2013), this approach uses numbers to measure variables. This approach is
mainly used with the positivist research paradigm.

3.2.2 Qualitative Approach

Qualitative research is an approach that explores phenomenon to understand its complexity

(Creswell and Creswell 2018; Leedy and Ormrod 2020). Participants taking part in the research

31
study are asked questions and their views are recorded as text, or in the form of words, which are
then presented as themes (Creswell & Creswell, 2018). Numbers are not used in this research
approach as it is descriptive in nature, and the researcher seeks answers by probing participants
with questions (Rajasekar et al. 2006). The qualitative research approach uses data collection
methods such as interviews, documentary analysis and observation to seek for answers in
resolving the research question. The approach is aligned to the Interpretivist world view or
research paradigm.

3.2.3 Mixed Methods Approach (MMR)

MMR involves combining qualitative and quantitative research and data in a study. It is also
thought that MMR results in a more complete understanding of a research problem than either
approach when used alone (Creswell, 2014).

3.2.4 Research approach chosen for the study

The researcher used the mixed approach to collect and analyse both quantitative and qualitative
data from the BEC officials. The rationale for collecting information through mixed approach is
that the quantitative data will enable researcher to quantify opinions, experiences and perceptions
using numerical codes to measure the extent to digital maturity of BEC for implementation of
EDRMS. At the same time, the researcher will be able to capture the details that cannot be
quantified through qualitative data (Fetters, 2019).

3.3 Research Design

A research design can be thought of as a research plan or blueprint. According to Bhattacherjee

(2012), a research design is a work plan which spell out data collection procedures. It charts the
data collection process, instruments development and sampling procedures (Hernan and
Schwartz, 2009). It also sets rules that facilitate the researcher to conceptualize the research
problem (Buckingham and Sanders, 2004). For researches conducted under the pragmatism
paradigm, researchers have a wide choice of research design and these include the naturalist
methodology, narrative inquiry, case study design, grounded theory, phenomenology,
hermeneutics, ethnography, and action research (Kivunja and Kuyini, 2017).

32
This study will adopt the case study research design. Yin (2009:18) defines a case study as “an
empirical inquiry that investigates a contemporary phenomenon in depth and within its real-life
context, especially when the boundaries between phenomenon and context are not clearly
defined.” Case studies can be categorised as single case studies and multiple case studies (Baxter
and Jack, 2020). When undertaking research, researchers should decide as to whether they will
use a single case study or a multiple case study. This study is a single case study and studies to
assess digital maturity to implement EDRMS at BEC. The case study design has been chosen
because the researcher is focusing on a particular organisation, BEC, and there is no need to
generalise findings to other organisations.

3.4 Target Population

A population is the broader group of people, individuals, items, or businesses from whom a
sample is selectedfor data collection andto whom the research findingscan be generalized (Mike,
2017). Bhattacherjee (2012) defines a population as all people or unit of analysis with the
characteristics that one wishes to study. According to Babbie (2004), study population is an
aggregation of elements from which a sample is selected. The research will be carried out at
BEC Head Office in Gaborone. The total study population will be two hundred (200) people who
are staff members of BEC. There are 7 officers at Executive level, 20 Senior Management, 30
Middle management and 143 operational level.

3.5 Sampling

A sample is a group of people or entities selected to represent the target population (Levy &
Lemeshow, 2013). The process of drawing the sample from the population is referred to
sampling. The process of drawing the sample from the target population is referred to as
sampling (Taherdoost, 2016). In research methodology, the sampling techniques used to sample
from a larger population depends on the type of analysis being performed. In this study random
sampling will be used to draw the sample from the population. Random sampling has been
chosen because it produces a non-biased sample which truly represents the population. This is

33
because in random sampling, every element of the population has the same chance of being
included in the sample (Tuovila, 2020).

This study will use a sample size of 134 respondents to represent the entire target population.
The researcher arrived at this sample size by calculating a representative sample for the target
population using Slovin's Formula. The formula is widely used to estimate the representative
sample of any finite population (Ryan, 2013). Slovin’s formula is written as:

n=N / ( 1+ N e )
2

With n being the sample size, N is the target population size, and e is the chosen significance
level (Ryan, 2013). In this case, N = 200, e = 0.05 (95% confidence interval) and entering these
variables in this formula gives the sample size, n = 134.

A representative sample will be sampled from the target population using statistical random
sampling. In selecting the sample of 200 respondents, the researcher will list down all names of
people in the population. The names will then be given serial numbers, 1-200. The serial
numbers will then be entered in the SPSS database and a random sample of 134 people will be
selected.

3.6 Data collection instrument

The data will be collected using a questionnaire with both closed-ended and open-ended items.
The closed-ended items are based on Capability Maturity Model while the open-ended items.
The questionnaire will be designed to quantitatively measure the perceived maturity capability of
BEC to implement an EDRMS on a 1-5 Likert scale and also collect qualitative data on
perception of digital maturity and strategies to achieve digital maturity at BEC (Appendix A).
The questionnaire has been chosen as the suitable method for data collection because it allows
the researcher to collect data from a large sample in a short period of time. It is also cheaper and
has been rated by many authors as the most appropriate method of data collection for
quantitative research (Shareria, 2016).

34
3.7 Validity and Reliability

The validity of the questionnaire items will be checked by the supervisor of this project who is
an expert in the field of research. The reliability of the items for each of the questions will be
checked by conducting a pilot study with 10 employees of a different organisation in Gaborone
and Cronbach alpha reliability coefficient will be calculated. The reliability coefficients of items
measuring each of the variables will be found to be above 0.7 will be considered to be reliable.
On the other hand, the items whose alpha will be found to be below 0.7 will be considered
unreliable and have to be revised before the second piloting.

3.8 Data Analysis

Creswell (2009) described data analysis and interpretation as the procedure one would follow to
present, analyse and interpret findings. In data analysis, the researcher examines the data
collected and reaches conclusions based on reasoning and simplifying the complexity in the data
(Neuman 2006). When data is analysed, it makes more sense and is easy to understand. The
qualitative data collected in the study will be analysed thematically in line with emerging themes
as informed by research objectives. The following six (6) steps as proposed by Braun and Clarke
(2006), and these will be followed:
 Familiarisation with data: The first step is to read and re-read transcripts from interviews.
This allows the researcher to be familiar with the rich information collected from
participants. Notes should be made as one reads to understand the interview scripts.
 Generating initial codes: In this step, data is organised in a way that makes it meaningful
and systematic. Codes are generated to reduce lots of data into small chunks of meaning.
How coding is done is influenced by the research perspective and the research questions.

 Searching for themes: The themes are generated from initial codes. A theme is a pattern
that captures something significant about the data collected in relation to research
questions.
 Reviewing themes: Themes identified in the third step are reviewed, modified, and
further developed. The researcher checks the data associated with each theme and

35
 considers whether it supports it. Questions like, does the data makes sense in relation to
the entire data set are answered by the researcher.
 Defining the themes: Themes are further refined to find their essence. The researcher also
determines if the themes related to each other and also whether they have sub themes.
 Write up: The end resulted a research project is to document the findings in a report. In
the context of this study, a dissertation will be produced at the end. In addition,
researchers normally publish the findings in journals (Braun and Clarke, 2006; Maguire
and Delahunt, 2017).

3.9 Ethical Considerations

Ethical issues in research are about adhering to recommended standard operating procedures to
ensure the safety of the respondents and integrity of the data collected. (Bell, 2005). According
to Blaxter et al. (2001), ethical research involves getting the information consent and study
participants. Other ethical issues include respecting participants anonymity, not posing questions
that cause psychological harm to respondents, not using data collected for other purposes apart
from research, accurately portraying and presenting research findings, avoiding data fabrication
and falsification, avoiding plagiarism and following research protocol. In line with the ethical
consideration of the code, the respondents will be informed on exactly what will be involved in
the study. Their confidentiality and privacy will be protected by not requiring that they put their
names in the interview scripts in order to ensure that they remain anonymous. Plagiarism will be
avoided by acknowledging all used sources by referencing. Data collected will be presented and
analysed as accurately as possible. The researcher will protect the interest of the respondents
during the research process to avoid causing them harm or embarrassment, by linking the
findings to them as individuals. Each participant will be given a code to identity them for this
purpose. Specifically, the researcher will request for the study to be ethically cleared by the UB
Office of Research and Development. Then, a request to conduct the study will be submitted to
BEC together with the ethical clearance from UB as well as the data collection instruments to be

36
used in the study. In the research permit application letter, the researcher will specify that the
rights of the study participants which include informed consent, protection of their
confidentiality and privacy, voluntary participation, and that the data collected will be used for
educational purposes and nothing else.

The findings of the study will be published in peer reviewed journals as a way to disseminate the
research findings. That way, the recommendations may be adopted and implemented by others
elsewhere other than BEC. Other than that, the findings may be presented in conferences and
seminars organised by entities such as universities and professional associations.

3.11 Chapter Summary

This chapter has described in detail the research methodology which will be adopted to select the
sample, collect and analyse data. It covered the research approach chosen for the study, data
collection instrument; the questionnaire and validity and reliability of the questionnaire. The
chapter also presented the sampling procedures used to select study participants, ethical
considerations as well as data analysis method used. The next chapter (Chapter 4) will be
covering the results of the study obtained from statistical data analysis.

37
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 Appendices
Appendix A: Questionnaire

SECTION A: Demographic data (use  to select)

1.Gender

 Male

 Female
2. Age

 Below 25 Years

 25-34 Years

 35-44 Years

 45-54 Years

 55 and above

3. Highest level of education

 Certificate

 Diploma

 Degree

 Masters

 PhD
4. Overall Work experience

 0-5 Years

 6-10 years

 11-14 years

 15 and above years

41
 5. Duration of working at BEC

 0-5 Years

 6-10 years

 11-14 years

 15 and above years

SECTION B

KEY: 1=Strongly Disagree, 2=Disagree, 3=Neutral, 4=Agree, 5=Strongly Agree

(a) Strategic capability

1 2 3 4 5

1
BEC has implemented a digital strategy.

2
The digital strategy of BEC is documented and communicated.

3
The digital strategy of our BEC significantly influences the existing
business and operational models.

4
Our digital strategy is being continuously evaluated and adapted.

(b) Leadership Capability

1 2 3 4 5

1 BEC executives support the implementation of the digital strategy.

2 So far, the digital strategy is only implemented in individual

functional areas of BEC.
3 The culture of leadership in BEC is based on transparency,
cooperation and decentralized decision-making processes.
4 The digital strategy of BEC has an influence on the task and role
profiles of executives.

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 (c) Market Capability

1 2 3 4 5

1
Digital products and services are embedded in our business
interfaces and operational processes

2
Digitization of has increased value of our services such as cost
reductions, increased productivity and better customer experience

3
Digital products and services have a large impact on the overall
performance of our organisation.

4
Our organisation is creating significant sales volume via digital
channels.

(d) Operational Capability

1 2 3 4 5

1
BEC has sufficient resources (time, people, budget) to implement
the digital strategy

2
BEC established a strong cross-functional cooperation and co-

43
 creation with stakeholders throughout its value chain.

3
Digital and physical processes are fully integrated by holistic
process models.

4
The impetus of our digital strategy is leading to innovations in
operations.

(e) Human resource Capability

1 2 3 4 5

1
BEC has sufficient experts on digital issues.

2
Further education opportunities for courses in science technology are
available

3
BEC has already implemented comprehensive measures to
strengthen digital literacy

4
New job profiles have been created for employees with digital
expertise

(f) Cultural Capability

1 2 3 4 5

44
1
Decisions within BEC are transparent to our own employees.

2
Digitization has an impact on the decision-making ability of BEC

3
All employees and executives exchange information about the
digital transformation of BEC.

4
BEC’s corporate culture embraces continuous change.

(g) Governance Capability

1 2 3 4 5

1
At BEC, guidelines for the use of digital technologies are
communicated and used by employees.

2
BEC implements a holistic management model for the digital
strategy and corresponding key metrics.

3
The key metrics for the digital strategy are fully integrated into
controlling.

4
Digital strategy is included in the corporate strategy of BEC

(h)Technology Capability

1 2 3 4 5

1
BEC uses large data volumes to optimize strategies, processes and
products.

45
2
Within BEC, we use tools for digital modelling, automation and
control of organisational processes.

3
BEC has already implemented digital workplace concepts.

4
BEC has digital platforms for day-to-day collaboration.

Adopted from (Rossmann, 2018)

SECTION C: Open-ended questions

One a scale of 1-10, how would you rate BEC on its digital maturity for implementation of
EDRMS? Please explain your answer.

______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________

Have you identified any challenges with records management in this organisation? If yes, please
give details of the challenges.

______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________

46
Which strategies would you recommend which can be implemented by BEC in order to achieve
digital maturity?

______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________

47