Technology and managing people:

conclusion The Information Age has revolutionized the workplace. While it is possible to purchase or copy machines and technology, their very interchangeability means they fail to cre-ate a sustained competitive advantage for an organization (Barney, 1991). The research directions this paper offers are intended to develop firm knowledge that allows creation of inimitable human resources. Importantly, in the rush to embrace new information technologies, organizations must remember the fundamental principle that workers will invest in firm goals in the presence of shared values and a commitment by the firm to make their well-being a priority. We urge continued attention to fulfillment of the psy-chological contract, and to the "people issues" that frequently seem less critical than issues of hardware or technology.