This book attempts to provide a theoretical framework for answering difficult questions evoked by the concept of technology choice primarily by conducting a review of the Appropriate Technology movement and its ideas and experiments.

An analysis of the occupational factors that shape the technology choices made by people who perform the same type of work. Why do people who perform largely the same type of work make different technology choices in the workplace? An automotive design engineer working in India, for example, finds advanced information and communication technologies essential, allowing him to work with far-flung colleagues; a structural engineer in California relies more on paper-based technologies for her everyday work; and a software engineer in Silicon Valley operates on multiple digital levels simultaneously all day, continuing after hours on a company-supplied home computer and network connection. In Technology Choices, Diane Bailey and Paul Leonardi argue that occupational factors—rather than personal preference or purely technological concerns—strongly shape workers' technology choices. Drawing on extensive field work—a decade's worth of observations and interviews in seven engineering firms in eight countries—Bailey and Leonardi challenge the traditional views of technology choices: technological determinism and social constructivism. Their innovative occupational perspective allows them to explore how external forces shape ideas, beliefs, and norms in ways that steer individuals to particular technology choices—albeit in somewhat predictable and generalizable ways. They examine three relationships at the heart of technology choices: human to technology, technology to technology, and human to human. An occupational perspective, they argue, helps us not only to understand past technology choices, but also to predict future ones.

Originally published in 1994 this book examines problems related to investment planning, capacity additions, and choice of technology in dynamic manufacturing systems characterized by multiple products, dynamic demand growth, uncertainty in demand and availability of alternative technologies. A model-based methodology is developed that focuses on trade-offs between flexible and conventional technology. The research conducted for this book is directed to the development of tools to support investment decisions in production capacity over medium and long-term planning horizons.

“The 5 Choices provides the methods to get the right things done, not try to get everything done, and to feel like you made a meaningful contribution at the end of the day.” —Kevin Turner, former COO of Microsoft For fans of Deep Work, Great at Work, and the 7 Habits of Highly Effective People, The 5 Choices is an essential guide for understanding productivity and time-management in the 21st century. Every day brings us a crushing wave of demands: a barrage of texts, emails, interruptions, meetings, phone calls, tweets, breaking news—not to mention the high-pressure demands of our jobs—which can be overwhelming and exhausting. The sheer number of distractions can threaten our ability to think clearly, make good decisions, and accomplish what matters most, leaving us worn out and frustrated. From the business experts at FranklinCovey, The 5 Choices is an exploration of modern productivity. It offers powerful insights drawn from the latest neuroscience research and decades of experience in the time-management field to help you master your attention and energy management. The 5 Choices is time management redefined: through five fundamental choices, it increases the productivity of individuals, teams, and organizations, and empowers individuals to make selective, high-impact choices about where to invest their valuable time, attention, and energy. The 5 Choices—like “Act on the Important, Don’t React to the Urgent” and “Rule Your Technology, Don’t Let It Rule You”—will not only increase your productivity, but also provide a renewed sense of engagement and accomplishment. You will quickly find yourself moving beyond thinking, “I was so busy today, what did I actually accomplish?” to confidently realizing “I did everything I needed to accomplish today—and did it meaningfully.”

Technology Policy and Practice in Africa

Differential initial conditions and performances: an overview; The japanese cotton textile industry; The indian cotton textile industry; Analysis of the causes.

In this wide-ranging account of the reproductive technologies currently available, John Robertson goes to the heart of issues that confront increasing numbers of people - single individuals or couples, donors or surrogates, gays or heterosexuals - who seek to redefine family, parenthood, the experience of pregnancy, and life itself.

Why an organization's response to digital disruption should focus on people and processes and not necessarily on technology. Digital technologies are disrupting organizations of every size and shape, leaving managers scrambling to find a technology fix that will help their organizations compete. This book offers managers and business leaders a guide for surviving digital disruptions—but it is not a book about technology. It is about the organizational changes required to harness the power of technology. The authors argue that digital disruption is primarily about people and that effective digital transformation involves changes to organizational dynamics and how work gets done. A focus only on selecting and implementing the right digital technologies is not likely to lead to success. The best way to respond to digital disruption is by changing the company culture to be more agile, risk tolerant, and experimental. The authors draw on four years of research, conducted in partnership with MIT Sloan Management Review and Deloitte, surveying more than 16,000 people and conducting interviews with managers at such companies as Walmart, Google, and Salesforce. They introduce the concept of digital maturity—the ability to take advantage of opportunities offered by the new technology—and address the specifics of digital transformation, including cultivating a digital environment, enabling intentional collaboration, and fostering an experimental mindset. Every organization needs to understand its “digital DNA” in order to stop “doing digital” and start “being digital.” Digital disruption won't end anytime soon; the average worker will probably experience numerous waves of disruption during the course of a career. The insights offered by The Technology Fallacy will hold true through them all. A book in the Management on the Cutting Edge series, published in cooperation with MIT Sloan Management Review.