High Performing Workplaces: how to assess the contribution of ICT

Abstract

High performing workplaces have variously been defined as ‘high-commitment management’ (Arthur 1994; Pfeffer 1998), ‘high performance work systems’ (e.g. Becker & Huselid 1998) and ‘high-involvement management’ (Guthrie 2001). The ICT review presented here forms part of a larger programme of research investigating high performance workplaces that incorporates a broad set of practices including leadership, culture, industrial relations, HRM practices, organizational structure, and management controls. ICT management and ICT deployment and use are therefore but one part of a complex arrangement of resources and practices through which firms innovate and create value.