The purpose of this article is to discuss the root causes of the Year 200 Problem, the effects of the problem and how a systematic approach can be used to solve this problem. INTRODUCTION The Year 2000 Problem (Y2K), also known as the 'millennium bug,' may well be one of the largest problems facing organizations as they enter the 21st century. Computers are an integral component of an organization, organically of equal importance as financial resources and human resources. An organization's information system is the base on which all strategic and informa tional processes are developed, defined, and redefined. Therefore, the Y2K problem is not just a computer problem, it is a systemic business problem. A systemic approach will be needed to solve this problem. This is a business problem because information system (IS) managers must effectively plan for the reallocation of hundreds of IS workers and millions of dollars in each organization. The average cost to examine a line of COBOL code is $8.35, and the Gartner Group estimates that there are 180 billion lines of COBOL world wide (Freeman, 1998). This problem requires a commitment of business resources (humans, financial, and capital) and if left uncorrected puts the organization and its customers at risk. DEFINITION OF THE Y2K PROBLEM The Y2K problem is the failure of computers to correctly store, manipulate, and calculate dates from the 1900's to the year 2000, including leap years. The Y2K problem has existed since the beginning use of computers. Computers, like most technological products, are relatively ex pensive in the beginning of their product life cycle. They become less expensive as innovation and the evolution of technology produces superior products. Hard disk space in the beginning use of computers was very expensive and very precious, almost as precious as silver or gold. The cost
{"title":"The year 2000 problem","authors":"M. Whatley","doi":"10.1300/J138V02N04_08","DOIUrl":"https://doi.org/10.1300/J138V02N04_08","url":null,"abstract":"The purpose of this article is to discuss the root causes of the Year 200 Problem, the effects of the problem and how a systematic approach can be used to solve this problem. INTRODUCTION The Year 2000 Problem (Y2K), also known as the 'millennium bug,' may well be one of the largest problems facing organizations as they enter the 21st century. Computers are an integral component of an organization, organically of equal importance as financial resources and human resources. An organization's information system is the base on which all strategic and informa tional processes are developed, defined, and redefined. Therefore, the Y2K problem is not just a computer problem, it is a systemic business problem. A systemic approach will be needed to solve this problem. This is a business problem because information system (IS) managers must effectively plan for the reallocation of hundreds of IS workers and millions of dollars in each organization. The average cost to examine a line of COBOL code is $8.35, and the Gartner Group estimates that there are 180 billion lines of COBOL world wide (Freeman, 1998). This problem requires a commitment of business resources (humans, financial, and capital) and if left uncorrected puts the organization and its customers at risk. DEFINITION OF THE Y2K PROBLEM The Y2K problem is the failure of computers to correctly store, manipulate, and calculate dates from the 1900's to the year 2000, including leap years. The Y2K problem has existed since the beginning use of computers. Computers, like most technological products, are relatively ex pensive in the beginning of their product life cycle. They become less expensive as innovation and the evolution of technology produces superior products. Hard disk space in the beginning use of computers was very expensive and very precious, almost as precious as silver or gold. The cost","PeriodicalId":22633,"journal":{"name":"The Journal of International Information Management","volume":"11 1","pages":"9"},"PeriodicalIF":0.0,"publicationDate":"1998-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82886188","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1995-11-01DOI: 10.1108/01437739510100937
Pien Wang, Peng S. Chan
Extant strategic management literature provides only partial answers to the important question: what variables affect top managers′ ability to process complicated, novel, ambiguous, or dynamic strategic information in a turbulent environment? Drawing on cognitive psychology, personality theory, management theory, organizational theory, and management information systems literature, proposes that nine personal attributes and four contextual attributes affect top managers′ information‐processing capability. The nine personal attributes are: cognitive complexity, knowledge, mental model of success, openmindedness, time orientation, personal values, tolerance for ambiguity, locus of control, and time devoted to environmental scanning. The four contextual attributes are: rewards and incentives, culture, structure of strategic planning process, and executive support systems. Thirteen propositions are postulated regarding the types of attributes that are conducive for top managers′ ability in processing complica...
{"title":"Top management perception of strategic information processing in a turbulent environment","authors":"Pien Wang, Peng S. Chan","doi":"10.1108/01437739510100937","DOIUrl":"https://doi.org/10.1108/01437739510100937","url":null,"abstract":"Extant strategic management literature provides only partial answers to the important question: what variables affect top managers′ ability to process complicated, novel, ambiguous, or dynamic strategic information in a turbulent environment? Drawing on cognitive psychology, personality theory, management theory, organizational theory, and management information systems literature, proposes that nine personal attributes and four contextual attributes affect top managers′ information‐processing capability. The nine personal attributes are: cognitive complexity, knowledge, mental model of success, openmindedness, time orientation, personal values, tolerance for ambiguity, locus of control, and time devoted to environmental scanning. The four contextual attributes are: rewards and incentives, culture, structure of strategic planning process, and executive support systems. Thirteen propositions are postulated regarding the types of attributes that are conducive for top managers′ ability in processing complica...","PeriodicalId":22633,"journal":{"name":"The Journal of International Information Management","volume":"17 1","pages":"1"},"PeriodicalIF":0.0,"publicationDate":"1995-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74267550","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：