Labour market frictions, social policies, and barriers to technology adoption

Barriers to technological changes have recently been shown to be a key element in explaining differences in output per worker across countries. This study examines the role that labour market features and institutions have in explaining barriers to technology adoption. I build a model that includes labour market frictions, capital market imperfections and heterogeneity in workers' skills. I found that the unemployment rate together with the welfare losses that workers experiment after displacement are key factors in explaining the existence of barriers to technology adoption. Moreover, I found that none of these factors alone is sufficient to build these barriers. The theory also suggests that welfare policies like the unemployment insurance system may enhance these kinds of barriers while policies like a severance payment system financed by an income tax seem to be more effective in eliminating them.

Report of Recommendations to the Information Technology Department, June 30, 2001

Annual Auditors report of Information Technology Department

Information Technology Department 2001 Annual Report, 2001

Annual report of Information Technology Department

Annual Report for Information Technology Department, 2000

Annual Report of Information Technology Department

Report of Recommendations to the Information Technology Department, June 30, 2002

State Agency Audit Report

Department of Administrative Services, Information Technology Enterprise, A Review of Selected Service Contracts, April 1, 1998 - June 30, 2003

Other Audit Reports - Special Report

Report of Recommendations to the Information Technology Department, June 30, 2003

State Agency Audit Report

Report on Special Investigation of the Keokuk County Information Technology Department, For the Period October 14, 2002 through March 14, 2005

Other Audit Reports - Special Investigation

Technology Governance Board Information Technology Strategic Plan, 2006

The Technology Governance Board (TGB), established pursuant to Iowa Code Section 8A.204, developed and published this strategic information technology plan in December 2006. This plan contains the TGB's vision, mission, goals, and strategies that will lead the executive branch to an information technology infrastructure and policies that will enhance and unify the technology infrastructure to support business operations for electronic government, consistent with the vision of providing sustained support for “extraordinary customer service”.

State Government Reorganization Commission, Answers and Recommendations to Select Information Technology Issues, 2009.

The State Government Reorganization Commission asked the Department of Administrative Services (DAS) to provide answers to questions pertaining to process improvements, and efficiencieswith the intent of reducing costs and discovering greater government efficiency.

Agency Fact Sheet, Department of Information Technology, FY2002

This document produced by the Iowa Department of Administrative Services has been developed to provide a multitude of information about executive branch agencies/department on a single sheet of paper. The facts provides general information, contact information, workforce data, leave and benefits information and affirmative action data.

Agency Fact Sheet, Department of Information Technology, FY2003

This document produced by the Iowa Department of Administrative Services has been developed to provide a multitude of information about executive branch agencies/department on a single sheet of paper. The facts provides general information, contact information, workforce data, leave and benefits information and affirmative action data.

Defining the level of evidence for technology adoption in the localized prostate cancer pathway.

New technologies in prostate cancer are attempting to change the current prostate cancer pathway by aiming to reduce harms while maintaining the benefits associated with screening, diagnosis, and treatment. In this article, we discuss the optimal evaluation that new technologies should undergo to provide level 1 evidence typically required to change the practice. With this in mind, we focus on feasible and pragmatic trials that could be delivered in a timely fashion by many centers while retaining primary outcomes that focus on clinically meaningful outcomes.