Abstract
In prior reports (J.R. Marsden, R. Pakath, K. Wibowo, Decision making under time pressure with different information sources and performance-based financial incentives: Part 1, Decision Support Systems, 34 (2002) 75-97, J.R. Marsden, R. Pakath, K. Wibowo, Decision making under time pressure with different information sources and performance-based financial incentives: Part 2, Decision Support Systems, 34 (2002) 99-124), we describe the design and implementation of a software platform and a laboratory experiment aimed at a preliminary investigation of the efficacy of an alternative communication language for a time-pressured, incentive-driven decision-making setting. Our experimental findings suggest that, despite its relative novelty, the alternative language is at least as effective as the more traditional communication modes of written and spoken English in the specific setting examined, while succinctly conveying what must be conveyed. That work embodies three central underlying constructs-information communication mode, communication speed, and complexity level. The analysis in (J.R. Marsden, R. Pakath, K. Wibowo, Decision making under time pressure with different information sources and performance-based financial incentives: Part 2, Decision Support Systems, 34 (2002) 99-124) focuses solely on mode. In this concluding portion of the research, we analyze the two remaining constructs-speed and complexity level. Taken together with that in (J.R. Marsden, R. Pakath, K. Wibowo, Decision making under time pressure with different information sources and performance-based financial incentives: Part 2, Decision Support Systems, 34 (2002) 99-124), our analysis enables a fuller understanding of the interplay between communication mode, speed, and complexity. We note two particular findings of our research: (1) whereas real-world systems are often designed based on prescriptive tradition, including "best practice" criteria widely disseminated and adopted by practitioners without demonstrated benefits to users, in our study, we found that performance at any level of a particular construct was typically sensitive to the levels set for the remaining two attributes, and (2) despite the fact that many experimental studies (e.g., (D.M. Miranda, R. P. Bostrom, The impact of group support systems on group conflict and conflict management, Journal of Management Information Systems, 10 (3), (1993), 63-95, H. Nysveen, P.E. Pedersen, An exploratory study of customers' perception of company web sites offering various interactive applications: moderating effects of customers' Internet experience, Decision Support Systems, 37 (1) (2004), 137-150)) continue to emphasize subject perception over more objective performance measures, in our study, we found that subject preexperimental perceptions did not always coincide with actual experimental outcomes. Our work, like most controlled experimental analyses, is subject to caveats related to limited sample size and specific orderings examined.
| Original language | English |
|---|---|
| Pages (from-to) | 186-203 |
| Number of pages | 18 |
| Journal | Decision Support Systems |
| Volume | 42 |
| Issue number | 1 |
| DOIs | |
| State | Published - Oct 2006 |
Bibliographical note
Funding Information:Dr. James R. Marsden , Board of Trustees Distinguished Professor and the Treibick Family Endowed Chair came to UConn in 1993 as Professor and Head, Department of Operations and Information Management, School of Business Administration, University of Connecticut. Dr. Marsden was part of a three-person concept development team that initiated and oversaw the development of the Connecticut Information Technology Institute and is currently serving as its Executive Director. He developed and implemented the Treibick Electronic Commerce Initiative that is funded through a generous gift provided by Richard Treibick and the Treibick Family Foundation. Dr. Marsden also serves as was a member of the edgelab development team and currently serves on the edgelab Steering Committee which selects and resources projects and oversees operations. Dr. Marsden has twice won the initial Chancellor's Award for IT Excellence and has a lengthy record in market innovation and analyses, economics of information, artificial intelligence, and production theory. His research work has appeared in Management Science ; IEEE Transactions on Systems , Man , and Cybernetics ; American Economic Review ; Journal of Economic Theory ; Journal of Political Economy ; Computer Integrated Manufacturing Systems ; Decision Support Systems ; Journal of Management Information Systems , and numerous other academic journals. He was part of the IT Visioning and IT Planning Groups for the University and has played a leading role in developing the School of Business Administration as both a campus and national leader in IT education and research. Professor Marsden received his AB (Phi Beta Kappa, James Scholar, Evans Scholar) from the University of Illinois and his MS and PhD from Purdue University. Having completed his JD while at the University of Kentucky, Jim has been admitted to both the Kentucky and Connecticut Bar. He is an Area Editor of Decision Support Systems and serves in a frequent external evaluator for major US and international universities. He has held visiting positions at the University of York (England), University of Arizona, Purdue University, and the University of North Carolina. Jim was an Invited Lecturer at two NATO Advanced Study Institutes on Decision Support Systems and has given keynote addresses and university seminars throughout Europe and the Far East.
Keywords
- Decision making
- Ex-ante DSS evaluation
- Induced value theory
- Mobile computing
- Multimedia systems
- Symbolic language
- Time pressure
ASJC Scopus subject areas
- Management Information Systems
- Information Systems
- Developmental and Educational Psychology
- Arts and Humanities (miscellaneous)
- Information Systems and Management