| dc.description.abstract | Small Medium Enterprises have a less formal, lean, and flatter organizational structure than large enterprises (Chan et al., 2019). Those firms fall below a certain threshold in terms of revenues, assets, or employees, which varies by country (Liberto, 2020). This adaptable management culture adds to the ability to adapt to changes. Although due to their size and nature, small and medium companies (SMEs) in Bangladesh, like other markets, operate in complicated, fast-paced, and unpredictable contexts (Bangladesh Bank, 2008). Furthermore, digitalization, digitization, and digital transformation help businesses to re-imagine how they operate their operations through new digital procedures and technologies. This implementation of this new technology creates many issues, and the problem is even more intense in the case of SMEs because of the resource limitation (Li et al., 2017). Backlog or legacy data during this migration is one of the less highlighted obstacles along with other issues (Vartolomei & Avasilcai, 2019). In this study, a migration framework from a legacy system to a modernization system was tested in the case of SMEs in a developing country, Bangladesh was chosen as the developing country. It will testify through interviewing several SMEs who successfully migrated and will gather information on how they manage their backlogs during this migration. The study has identified some minor changes in the framework as well as the amount of data they process during this migration. To explain the amount of data for processing in the case of SMEs the study introduces a prioritization technic. | |
