Type of Document Dissertation Author Hosack, Bryan J URN etd-08032006-120447 Title Computerized Decision Support of Value-Based Decision-Making: A Study of Feedback Design Degree Doctor of Philosophy Department Management Information Systems, Department of Advisory Committee
Advisor Name Title David Paradice Committee Chair Joey George Committee Member Kathy Chudoba Committee Member Pam Perrewe Committee Member Keywords
- System Design
- Human-Computer Interaction
- Decision Support Systems
Date of Defense 2006-06-20 Availability unrestricted AbstractRelatively few studies in MIS research have examined computerized systems to support value-based decision-making behavior using system feedback. This dissertation developed a model of value-based decision-making behavior and explored how this behavior can be influenced by value specific system feedback. The experiment also tested the effect of self-monitoring behavior and the value-choice decision frame as part of the decision-making model. Operant theory and reactance theory are used to explain behavior in response to feedback.
A computerized system is developed that supports a value-laden decision-making task in which subjects allocated funds among competing organizations. The system provided cognitive feedback that included information on the decision makerís values, previous performance and future task information. No support was found for the influence of self-monitoring behavior or the magnitude of consequence of the value-choice frame on value-based decision-making behavior. The results do indicate that value-based decision-making behavior can be influenced by the tone of the system feedback. The supporting toned feedback produced results consistent with operant theory. When subjects received challenging toned feedback, they responded with reactance to the suggested behavior from the feedback in a manner consistent with the predictions of reactance theory.
This research indicates that it is important for practitioners and researchers to consider operant and reactance theories as explanatory mechanisms when developing a system component that supports a decision makerís values. Practitioners and researchers can also benefit by using the tested and validated instruments in this study to measure the value preferences of decision makers. An updated and revised experimental value task based on current value measurement method and theory can be beneficial to researchers. Future research should explore the longitudinal aspects of feedback to determine if feedback becomes more or less effective over time. Exploring the impact of decision maker reactance and value content resistance to change to isolate the effect and provide more detail on the interplay of values and system feedback. Finally, further research into the relationship between system designer, user and organization is an important next step in this stream of research.
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