Existing output measurement metrics for cost estimation and development productivityneed to be re-examined to determine their performance in computer aided softwareengineering (CASE) development environments. This paper critiques and empiricallyevaluates four approaches to the measurement of...

An examination of code reuse at a large financial institution yields insightsinto the process of code reuse. The software development environment -- basedon an integrated CASE system -- was designed to support code reuse, but at theend of its first two years we find that programmers are not...

The paper illustrates quot;business value linkage impact analysisquot;, a new method for measuring the business value of information technology (IT), in the context of a case study of electronic banking operations at Meridian Bancorp, a large commercial bank. Management science models were...

Measurement of software development productivity is needed in order to control software costs, but it isdiscouragingly labor-intensive and expensive. Computer aided software engineering (CASE) technologies --especially repository-based, integrated CASE -- have the potential to support the...

Growing competition in the investment bankingindustry has given rise to increasing demand forhigh functionality software applications that canbe developed in a short period of time. Yet deliveringsuch applications creates a bottleneck insoftware development activities. This dilemmacan be...

This paper reports on a multi-year field study conducted at the FirstBoston Corporation to investigate the performance of its object andrepository-based integrated computer aided software engineering (I-CASE)tool called High Productivity Systems (HPS). We present productivity andsoftware reuse...

The mixed results from earlier studies examining the links between nonfinancial measures and financial performance suggest that contextual variables may moderate these relationships. We use data from more than 800 stores of a retail chain to assess whether the relationship between nonfinancial...

Performance improvements subsequent to the implementation of a pay-for-performance plan can result because more productive employees self-select into the firm (selection effect) and/or because employees allocate effort to become more effective (effort effect). We analyze individual performance...