The Effects of Technology Turnover on Workplace Productivity Perceptions

The productivity paradox is a theory that suggests that investments in Information Technology (IT) do not necessarily lead to associated gains in the productivity of the organization (Malakoff, 2000; Hitt and Brynjolfsson, 1996). This perception leads practitioners to question if acquiring new IT systems for the sake of having the latest technology will make their organization any more productive (Liebmann, 1996). Understanding the problem that is facing the practitioners, this research was undertaken to attempt to answer some of the underlying questions relating to the perceptions held about the relationship between IT expenditures and workplace productivity with respect to Air Force communication squadrons. The research indicates that there may in fact be a perception of an IT productivity paradox. Both commanders and maintainers feel that procurement and administrative changes have been made in IT planning due to the understanding of a potential IT productivity paradox. Ultimately, the Air Force work centers have the perception that they are getting and adequate return on investment for IT expenditures, indicating that their IT planning procedures have been effective. However, the results also indicate that they have a perceived need for newer technologies to be able to keep their network infrastructures to the necessary level to support their customer’s needs. This indicates that IT planning in the Air Force must continually change to strike the appropriate balance between the demands of the customers and the capabilities of the technologies.This work has been selected by scholars as being culturally important, and is part of the knowledge base of civilization as we know it. This work was reproduced from the original artifact, and remains as true to the original work as possible. Therefore, you will see the original copyright references, library stamps (as most of these works have been housed in our most important libraries around the world), and other notations in the work.This work is in the public domain in the United States of America, and possibly other nations. Within the United States, you may freely copy and distribute this work, as no entity (individual or corporate) has a copyright on the body of the work.As a reproduction of a historical artifact, this work may contain missing or blurred pages, poor pictures, errant marks, etc. Scholars believe, and we concur, that this work is important enough to be preserved, reproduced, and made generally available to the public. We appreciate your support of the preservation process, and thank you for being an important part of keeping this knowledge alive and relevant.