The costs of personal computing in a complex organization: a comparative study

Abstract

The widespread adoption of personal computers (PCs) may be attributable to their apparent low purchase and operational costs. However, significant procedural costs arise in fitting a PC application into a work setting. Our investigation of the adoption and use of PCs in several departments of a complex organization reveals a large number of unanticipated costs. These indirect, deferred, and governance costs are chiefly borne by users not responsible for acquiring PCs. These costs represent additional demands for users' time, skill, expertise, and attention as well as money. We find that the distribution of deferred costs determines the viability of PC systems. We also find that the integration of PCs can alter the way people do their jobs. These changes in turn give rise to additional social and political costs within the organization. Subsequently, we find that the true costs of personal computing are typically underestimated and unaccounted.