Organisational Issues: Summary

 

Data Curation: Organisational issues (Summary)

Data curation and preservation involve the management, maintenance and long-term protection of digital resources to ensure their continued accessibility, authenticity and usability. Cox et al. (2023) observed that while technological challenges are often highlighted, organisational issues are equally critical as they influence the effectiveness and sustainability of preservation programs.

Cox et al. (2023) identified lack of clear policies and strategic frameworks for digital preservation as a major organisational challenge that affects data curation and preservation. Many institutions collect and manage digital information without comprehensive guidelines that define preservation objectives, responsibilities, retention schedules and access requirements. Without formal policies, preservation activities may be inconsistent and dependent on individual efforts rather than institutional commitment (Corrado and Sandy, 2017).

Digital preservation Coalition (2024) pointed out inadequate funding and resource allocation as another significant issue that affects data curation and preservation. Digital preservation requires continuous investment in storage infrastructure, software, backup systems and staff development. However, many organisations in developing countries, face budget constraints that limit their ability to implement sustainable preservation programmes. As a result, critical preservation activities such as system upgrades, data migration and disaster recovery planning may be neglected (Ahamed et al., 2025).

Ahamed et al. (2025) observed that shortages of skilled personnel also affect data curation initiatives in an organisation. Effective preservation requires expertise in records management, metadata standards, information technology and digital preservation practices. Many institutions lack adequately trained staff, while rapid technological changes create ongoing demands for new skills. Insufficient expertise can lead to poor management of digital assets and increased risks of data loss (Cox et al., 2023; Lavoie, 2014).

Furthermore, Digital Preservation Coalition (2024) noted that limited management support and leadership commitment can further undermine preservation efforts. Senior administrators are responsible for providing resources, setting priorities and integrating preservation into organisational strategies. When management views preservation as a purely technical issue rather than a strategic responsibility, preservation programs often receive inadequate attention and support (Conway, 2010).

Poor governance and accountability structures is also another challenge that organisations face with preservation. In some institutions, responsibilities for managing digital resources are unclear, leading to duplication of effort, inconsistent practices and weak oversight. Effective governance frameworks are necessary to define roles, establish accountability, and coordinate preservation activities across departments (Yakel and Tibbo, 2022).

Resistance to organisational change is also another challenge that undermine preservation efforts. Implementing digital preservation often requires new technologies, workflows and responsibilities. Staff may resist these changes due to uncertainty, lack of training or concerns about increased workloads. Such resistance can delay the adoption of preservation initiatives and reduce their effectiveness (Yakel and Tibbo, 2022).

Inadequate collaboration and communication among stakeholders also affect preservation outcomes. Digital curation requires cooperation between librarians, archivists, IT specialists, records managers and institutional administrators. Poor communication can result in fragmented systems, inconsistent metadata practices, and ineffective preservation planning (Higgins, 2018).

Finally, organisations must address legal and ethical concerns, including copyright, intellectual property rights, privacy protection and data ownership. Failure to comply with legal requirements may restrict access to digital resources or expose institutions to legal liabilities. Clear policies and governance mechanisms are therefore essential for managing these challenges effectively (Corrado and Sandy, 2017).

In conclusion, organizational issues such as inadequate policies, insufficient funding, limited expertise, weak leadership, poor governance, resistance to change, lack of collaboration and legal complexities significantly influence the success of data curation and preservation programs. Addressing these challenges through strategic planning, institutional commitment, staff development and sustainable resource allocation is essential for ensuring the long-term preservation of digital information.

References

Ahmad, R., Rafiq, M., & Arif, M. (2025). Funding constraints for digital preservation in memory institutions: A systematic review. Information Development. Advance online publication. https://doi.org/10.1177/02666669251326538

Corrado, E. M., & Moulaison Sandy, H. (2017). Digital preservation for libraries, archives, and museums (2nd ed.). Rowman & Littlefield.

Cox, A. M., Kennan, M. A., Lyon, L., & Pinfield, S. (2023). Developments in research data management and curation: The role of organizational support. International Journal of Digital Curation, 18(1), 1–18.

Digital Preservation Coalition (2024). Digital preservation handbook (2nd ed.). Digital Preservation Coalition. https://www.dpconline.org/handbook

Conway, P. (2010). Preservation in the age of Google: Digitization, digital preservation, and dilemmas. The Library Quarterly, 80(1), 61–79.

Higgins, S. (2018). Digital curation: The emergence of a new discipline. International Journal of Digital Curation, 6(2), 78–88.

Lavoie, B. F. (2014). The Open Archival Information System (OAIS) reference model: Introductory guide (2nd ed.). Digital Preservation Coalition.

Yakel, E., & Tibbo, H. R. (2022). Digital curation and preservation: Challenges and opportunities for information professionals. Journal of Documentation, 78(4), 905–921. https://doi.org/10.1108/10650750710831466