1990
DOI: 10.1016/0378-7206(90)90014-9
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Organizational learning curve in software installation: An empirical investigation

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Cited by 16 publications
(9 citation statements)
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“…The amount of scatter in Fig. 1(b) is consistent with progress curves from many non-conflict applications including successive operations by a medical surgery team (10)(11)(12)(13)(14)(15), and is to be expected given the struggle underway. The minimal timescale is one day (i.e.…”
Section: Figures 1(a) and (B)supporting
confidence: 66%
See 1 more Smart Citation
“…The amount of scatter in Fig. 1(b) is consistent with progress curves from many non-conflict applications including successive operations by a medical surgery team (10)(11)(12)(13)(14)(15), and is to be expected given the struggle underway. The minimal timescale is one day (i.e.…”
Section: Figures 1(a) and (B)supporting
confidence: 66%
“…Progress curves (or 'functions') (5) are a widely used tool for quantifying how human productivity changes over time, e.g. in industrial manufacturing (4)(5)(6)(7), software installation (10) and even cancer surgery (11)(12)(13)(14)(15). The province-by-province progress curves reveal a remarkable regularity that we explain in terms of a dynamical arms race between an adaptive Red Queen (i.e.…”
mentioning
confidence: 85%
“…The purpose of this case study was to examine the relationship between cognitive style and the learning curve when implementing a new technology. There has been significant interest in cognitive variables [Bariff and Lusk 1977;Benbasat and Taylor 1978;Lusk and Kersnick 1979;Huber 1983;Green and Hughes 1986;Harrison and Rainer 1992;Clapp 1993;Hong et al 2004;Santanen et al 2004;Chilton et al 2005;Khoumbati et al 2006; Lee and Kwon 2006], learning curves [Howell 1980;Habermeier 1989;Saraswat and Gorgone 1990;Ramsay et al 2001], and information systems in the literature, but no integration of these three subjects. These topics are important because systems take time to learn [Bostrom et al 1990b; Davis and Bostrom 1993], and decreased performance generally results in increased operational costs.…”
Section: Introductionmentioning
confidence: 99%
“…Em busca da melhoria contínua dos meios produtivos, pesquisadores da área de Engenharia têm sugerido diversas sistemáticas para explicar o aprimoramento resultante da repetição de tarefas, bem como os fatores que influenciam tal progresso (ANDERSON, 1982;OSOTHSILP, 2002;UZUMERI, 2000a;PANANISWAML;BISHOP, 1991;ADLER;CLARK, 1991;VITS;GELDERS, 2002). Dentre os fatores contemplados na literatura, merecem destaque: i) política de treinamento adotada pela empresa (TERWIESCH;BOHN, 2001;VITS;GELDERS, 2002;SEREL et al, 2003), ii) motivação do trabalhador em realizar as tarefas demandadas (KANFER, 1990;EYRING;JOHNSON;FRANCIS, 1993;NATTER et al, 2001;AGRELL;BAGETOFT;TIND, 2002), iii) existência de conhecimento prévio (experiência) na execução da tarefa UZUMERI, 2000aUZUMERI, , 2000bOSOTHSILP, 2002); e iv) complexidade da tarefa (PANANISWAML;BISHOP, 1991;OSOTHSILP, 2002). Outros estudos abordam fatores como destreza e retenção de conheci-mento, quando o trabalhador interrompe temporariamente a execução de uma tarefa (DAR-EL; RUBINOVITZ, 1991;WICKENS;GORDON;LIU, 1998;UZUMERI, 2000b).…”
Section: Introductionunclassified