Organizational Linkages: Understanding the Productivity Paradox

National Research Council

doi:10.17226/2135

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Organizational Linkages

Understanding the Productivity Paradox

(1994)

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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.

Contributor(s): National Research Council; Division of Behavioral and Social Sciences and Education; Board on Human-Systems Integration; Panel on Organizational Linkages; Douglas H. Harris, Editor

Topics

Behavioral and Social Sciences — Human Systems and Technology

Suggested Citation

National Research Council. 1994. Organizational Linkages: Understanding the Productivity Paradox. Washington, DC: The National Academies Press. https://doi.org/10.17226/2135.

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Publication Info

320 pages | 6 x 9 | Hardcover
ISBN: 978-0-309-04934-4
DOI: https://doi.org/10.17226/2135

Chapters		skim
FRONT MATTER	i-x
1 INTRODUCTION	1-12
2 INFORMATION TECHNOLOGY AND THE PRODUCTIVITY PARADOX	13-53
3 INDIVIDUAL AND ORGANIZATIONAL PRODUCTIVITY: LINKAGES AND PROCESSES	54-80
4 WHAT IS ENOUGH? A SYSTEMS PERSPECTIVE ON INDIVIDUAL-ORGANIZATIONAL PERFORMANCE LINKAGES	81-104
5 MEASURING AND MANAGING INDIVIDUAL PRODUCTIVITY	105-130
6 THE INFLUENCE OF ORGANIZATIONAL LINKAGES AND MEASUREMENT PRACTICES ON PRODUCTIVITY AND MANAGEMENT	131-160
7 DECOMPOSING THE PRODUCTIVITY LINKAGES PARADOX	161-192
8 MODELS OF MEASUREMENT AND THEIR IMPLICATIONS FOR RESEARCH ON THE LINKAGES BETWEEN INDIVIDUAL AND ORGANIZATIONAL PRODUCTIVITY	193-213
9 COORDINATION AS LINKAGE: THE CASE OF SOFTWARE DEVELOPMENT TEAMS	214-239
10 PRODUCTIVITY LINKAGES IN COMPUTER-AIDED DESIGN	240-261
11 ORGANIZATIONAL-LEVEL PRODUCTIVITY INITIATIVES: THE CASE OF DOWNSIZING	262-290
12 CONCLUSIONS	291-301
INDEX	302-310

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