High Performing Workplaces: how to assess the contribution of ICT Vidgen, Richard en_US 2021-11-25T15:28:28Z 2021-11-25T15:28:28Z 2010 en_US
dc.description.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. en_US
dc.language English
dc.language.iso EN en_US
dc.publisher UNSW en_US
dc.relation.ispartofseries High Performing Workplaces en_US
dc.rights CC BY-NC-ND 3.0 en_US
dc.rights.uri en_US
dc.source Legacy MARC en_US
dc.subject.other firm productivity en_US
dc.subject.other high perfoming workplaces en_US
dc.subject.other ICT investments en_US
dc.title High Performing Workplaces: how to assess the contribution of ICT en_US
dc.type Working Paper en
dcterms.accessRights open access
dspace.entity.type Publication en_US
unsw.identifier.doi Sydney en_US
unsw.relation.faculty Business
unsw.relation.originalPublicationAffiliation Vidgen, Richard, Australian School of Business, UNSW en_US
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