What works at work: Overview and assessment

Casey Ichniowski, Thomas A. Kochan, David Levine, Craig Olson, George Strauss

Research output: Contribution to journalReview article

Abstract

This article discusses why it is difficult to measure the effects of management practices on organizational performance. In spite of these difficulties, a collage of evidence suggests that innovative workplace practices can increase performance, primarily through the use of systems of related practices that enhance worker participation, make work design less rigid, and decentralize managerial tasks. A majority of U.S. businesses have adopted some innovative work practices. However, only a small percentage of businesses have adopted a full system of innovative practices. We outline several constraints on the diffusion of new work practices, and suggest directions for future research.

Original languageEnglish (US)
Pages (from-to)299-333
Number of pages35
JournalIndustrial Relations
Volume35
Issue number3
DOIs
StatePublished - Jul 1996

ASJC Scopus subject areas

  • Industrial relations
  • Strategy and Management
  • Organizational Behavior and Human Resource Management
  • Management of Technology and Innovation

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    Ichniowski, C., Kochan, T. A., Levine, D., Olson, C., & Strauss, G. (1996). What works at work: Overview and assessment. Industrial Relations, 35(3), 299-333. https://doi.org/10.1111/j.1468-232X.1996.tb00409.x