SYMBOLIC TECHNIQUES IN ENTERPRISE RESOURCE PLANNING VERSUS " LEGACY” SYSTEM SUPPORT Ng, Martin M. T., University of Calculating, National University of Singapore, 3 Scientific research Drive two Singapore 117543, [email protected] com. sg Bronze, Michael Big t. K., School of Computer, National University or college of Singapore, 3 Research Drive a couple of Singapore 117543, [email protected] nus. edu. sg
Getting hailed as having the ability to " drive successful business reengineering and supervision of core and support processes”, it is not necessarily surprising that Enterprise Resource Planning (ERP) systems have recently been adopted simply by more than 60% of Fortune 500 companies as at the turn of the century. In contrast, negative connotations have been typically known to be placed on legacy devices and inhouse developed systems. But yet, some of these legacy devices are not substituted when businesses adopt ERP solutions whilst in-house systems still keep on being developed. This kind of research uses symbolic interactionism as the informing assumptive perspective in an ethnography study of a large federal government authority in Singapore. Each of our findings surprisingly indicate which the IS pros supporting the systems usually attach somewhat negative icons to their SYSTEMS APPLICATIONS AND PRODUCTS system, when viewing their legacy program and in one facility software expansion work in a more favorable light. In this paper, we initial describe the several symbolism which has been attached through the years to the ENTERPRISE RESOURCE PLANNING vis-à-vis heritage system. We all then highlight how particular of the early symbols little by little got sedimented over time, and some did not show similar permanence and occurrence. As a result of this kind of symbolic realities, we display the major differences in behaviour of the personnel involved in ERP support vis-à-vis legacy and in-house program support. Keywords: Symbolic interactionism, Enterprise Reference Planning (ERP), legacy program.
ERP alternatives are industrial software packages (" integrated suites”) that enable the integration of transaction oriented data and business operations throughout a business (Davenport 1998). By 2150, more than 60 per cent of Bundle of money 500 corporations have implemented ERP deals and this can be described as trend that is increasingly accepted by small- and medium-sized enterprises (SMEs) as they realize the cost efficiency and competitive necessity to follow suit (Klaus, 2000). Boston-based AMR Exploration estimates the ERP industry will develop from $19. 8 billion to $31. 4 billion in 2006 in a chemical substance annual progress rate of 10 percent (Surmacz, 2002). This kind of widespread usage is largely the effect of ERP deals being hailed as possessing the cabability to " drive effective organization reengineering and management of core and support processes” (Al Mashari, 2002). Actually Davenport (1998) describes all of them as being the " most important advancement in the corporate use of technology in the 1990s”. In contrast, heritage systems have been described as creating a " consequentially negative effect on competitiveness” (Brodie and Stonebraker, 1995) whilst being " non-maintainable and inflexible” (O'Callaghan, 1999). Since more agencies follow the tendency of employing ERP packages, there is raising interest to analyze the factors determining the places that existing musical legacy and in one facility developed devices are kept to sit on within the corporation. This is produced all the more relevant in view of the negative associations often placed on these devices. However , it is just a well-known reality some musical legacy systems aren't replaced once companies adopt the ENTERPRISE RESOURCE PLANNING solutions (Themistocleous and Irani, 2001), while in-house devices still keep on being developed. Although risks and time included have been outlined as possible factors behind the non-replacement of legacy systems, small attention has been paid for the process concerns (Markus and Tanis, 2000) as well as the symbolic meanings attached with the ENTERPRISE RESOURCE PLANNING vis-à-vis musical legacy systems. Many researchers have highlighted the truth that extant literature has focused on early stages with the ERP lifecycle...
References: Al Mashari, M. (2002), " Enterprise Resource Planning (ERP) systems: a research agenda”, Commercial Management and Data Devices, 102(3/4). Alvarez, R. (2000), " Reviewing an ERP Implementation through Myths: A Case Study of a giant Public Organization”, Proceedings from the Americas Seminar of Information Devices 2000, Long Beach, A bunch of states. Bancroft, N. H. (1996), " Employing SAP/R3: How you can introduce a sizable system in a large business. ” Greenwich. Manning Magazines Co. Blumer, H. (1969), Symbolic Interactionism: Perspective and Method, Englewood Cliffs, NJ-NEW JERSEY: Prentice-Hall. Brodie, M. and Stonebraker, Meters. (1995), Migrating Legacy System, Morgan Kaufmann Publishers, Bay area, CA. Davenport, T. (1998), " Adding the venture into the venture system”, Harvard Business Review, July – August, pp. 121-31. Emerson, R. Meters., Fretz, R. I. And Shaw, L. L. (1995), Writing Ethnographic Fieldnotes, Chicago, il, University of Chicago Press. Esteves, L. and Pastor, J. (2001), " Business Resource Organizing Systems Research: An annotated bibliography”, Marketing communications of AIS, 7(8). Feldman, S. G. (1989), " The idealization of technology: Power associations in an executive department”, Human being Relations, Vol. 42, pp. 575-92. Feldman, M. N. and Drive, J. G. (1981), " Information in organizations as signal and symbol”, Management Science Quarterly, Vol. 21. Fine, G. A. (1992), " Firm, structure and comparative situations: Towards a synthetic interactionism”, Representational Interaction, 15(1).
Gopal, A. and Prasad, P. (2000), " Understanding GDSS in Symbolic Circumstance: Shifting primary from technology to interaction”, MIS Quarterly, 24(3). Hirschheim, R. and Newman, Meters. (1991), " Symbolism and information devices development: Fantasy, metaphor and magic”, Info Systems Research, 2(1). Netherlands, C. S. and Light, N. (1999), " Generic Details Systems Design Strategies”, Unites states Conference in Information Systems AMCIS, Milwaukee, wisconsin, USA. Klaus, H., Rosemann, M. and Gable, G. G. (2000), " What is ERP? ”, Information Systems Frontiers, 2(2). Maines, M. (1977), " Social organization and interpersonal structure in symbolic interactionist thought”, Gross annual Review of Sociology, vol. 3. Markus, Meters. L & Tanis, C. (2000), " The Enterprise System Experience – By Adoption to Success”, in R. T. Zmud (Ed. ), Framing the Fields of IT Management, Cincinnati, Kentkucky: Pinnaflex 2k. Mead, G. H. (1934), Mind, Self and Society, Chicago: University or college of Chi town Press. Meyers, P. Watts., Sivakumar, T. and Nakata, C. (1999), " Rendering of industrial method innovations: Elements, effects and marketing”, Journal of Merchandise Innovation Administration, 16. Mumford, E. and Weir, M. (1979), Computer System in work design: The VALUES method, New york city, Wiley. Nah, F., Lau, J., Kuang, J. (2001), " Crucial factors to get successful implementation of venture systems”, Organization Process Managing Journal, 7(3). Ng, C. S. L. (2001), " A decision platform for business resource preparing maintenance and upgrade: A customer perspective”, Record of Software Maintenance and Advancement: Research and Practice, Volume. 13, pp. 431-68. O' Callaghan, A. (1999), " Migrating large scale legacy devices to component-based and target technology”, Marketing and sales communications of the Affiliation for Information Devices, 2(3). Pava, C. (1983), Managing fresh office technology: An organizational strategy, Nyc: Free Press. Pozzebon, Meters. (2000), " Combining a Structuration Strategy with a Behavioral-Based Model to review ERP Usage”, Proceedings of 2000 Unites states Conference about Information Devices, AMCIS 2000, Long Island, LOS ANGELES Prasad, S. (1993), " Symbolic processes in the setup of technological change: A symbolic interactionist study of work computerization”, School of Supervision Journal, 36(6). Prus, Ur. (1996), Emblematic Interaction and Ethnographic Study, Albany: Express University of New York Press. Ross, T. W. and Vitale, M. R. (2000), " The ERP Revolution: Surviving vs . Thriving”, Data Systems Frontiers, 2(2). Schonefeld, M. and Vering, Um. (2000), " Enhancing ERP-efficiency through workflow-services”, Proceedings of 2000 Unites states Conference in Information Systems, AMCIS 2k, Long Island, LOS ANGELES, pp. 640-5. See, C. P. N. (2001), " A construction for business resource preparing maintenance and upgrade decisions”, Proceedings of seventh Americas Conference upon Information Systems, AMCIS 2001, Boston, Ma, pp1026-9 Stryker, S. (1981), " Symbolic interactionism: Topics and Variations” in Rosenburg, M. and Turner, 3rd there�s r. (Eds. ), Social Psychology, New York: Standard Books. Surmacz, J. " Mix-and-Match ERP”, Available online for www2. cio. com/metrics/2002/metric381. html Themistocleous, M. and Irani, Z. (2001), " Benchmarking the benefits and barriers of application integration”, Benchmarking, 8(4). Turner, N. A. (Ed. ) (1990), Organizational Significance, Berlin: Walter de Gruyter. Vaught, C. and Wiehagen, W. J. (1991), " Escape via a acquire fire: Emergent perspectives and work group behaviour”, Diary of Used Behavioural Scientific research, (27).