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We present new evidence indicating that changing from a traditional human resource management (HRM) environment to an innovative one entails a change not only in formal work practices, but also in the informal networks and patterns of interaction among employees. We focus on differences in the social capital of these workplaces and measure differences in the structure of interactions and information transfer among employees across a sample of manufacturing lines with a common production technology and different HRM systems. We then consider the implications of these differences and show that the change from one form of workplace practices to the other is therefore not just a matter of paying for the direct costs of a new set of HRM practices. Rather, it would involve a disruptive overhaul in the entire network of interactions among all workers at the plant.

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One of the challenges in delivering e-government services is to design the Web sites to make it easier for citizens to find desired information. However, little work is found to evaluate e-government services in this sense. In addition, current efforts on government Web site design mainly concentrate on Web site features that would enhance its usability, but few of them answers why some Web design is better than others to facilitate citizens' information seeking. This paper aims to contribute to both aspects: it equips government agencies with a model that can not only evaluate their Web-based e-government services, but also helps them understand why their Web sites succeed or fail to help citizens find needed information. In addition to the model itself, instruments for applying this model are also developed.