Organizational Linkages

By one analysis, a 12 percent annual increase in data processing budgets for U.S. corporations has yielded annual productivity gains of less than 2 percent. Why? This timely book provides some insights by exploring the linkages among individual, group, and organizational productivity.The authors examine how to translate workers' productivity increases into gains for the entire organization, and discuss why huge investments in automation and other innovations have failed to boost productivity.Leading experts explore how processes such as problem solving prompt changes in productivity and how inertia and other characteristics of organizations stall productivity. The book examines problems in productivity measurement and presents solutions.Also examined in this useful book are linkage issues in the fields of software engineering and computer-aided design and why organizational downsizing has not resulted in commensurate productivity gains.Important theoretical and practical implications contribute to this volume's usefulness to business and technology managers, human resources specialists, policymakers, and researchers.Table of ContentsFRONT MATTER1 INTRODUCTION2 INFORMATION TECHNOLOGY AND THE PRODUCTIVITY PARADOX3 INDIVIDUAL AND ORGANIZATIONAL PRODUCTIVITY: LINKAGES AND PROCESSES4 WHAT IS ENOUGH? A SYSTEMS PERSPECTIVE ON INDIVIDUAL-ORGANIZATIONAL PERFORMANCE LINKAGES5 MEASURING AND MANAGING INDIVIDUAL PRODUCTIVITY6 THE INFLUENCE OF ORGANIZATIONAL LINKAGES AND MEASUREMENT PRACTICES ON PRODUCTIVITY AND MANAGEMENT7 DECOMPOSING THE PRODUCTIVITY LINKAGES PARADOX8 MODELS OF MEASUREMENT AND THEIR IMPLICATIONS FOR RESEARCH ON THE LINKAGES BETWEEN INDIVIDUAL AND ORGANIZATIONAL PRODUCTIVITY9 COORDINATION AS LINKAGE: THE CASE OF SOFTWARE DEVELOPMENT TEAMS10 PRODUCTIVITY LINKAGES IN COMPUTER-AIDED DESIGN11 ORGANIZATIONAL-LEVEL PRODUCTIVITY INITIATIVES: THE CASE OF DOWNSIZING12 CONCLUSIONSINDEX