Analysis and design of process feedback in information systems: old and new wine in new bottles
Accounting Management and Information TechnologiesPublished 1 January 1992
Dov Te’eni
Citations20
Generate an AI Snapshot to get a quick, structured summary of this paper.
Study Snapshot
ObjectiveStudy objective
MethodsResearch methodology
PopulationPopulation studied
Sample sizeSample sizes
OutcomesStudy outcomes here
ResultsStudy results comes here
LimitationsResearch study limitations comes here
A concise AI-generated summary of the paper will appear here once you click Generate AI Snapshot.
TL;DR
A unified framework for analyzing and designing process feedback is proposed and it is suggested that the specification of feedback become an essential activity in building interactive information systems.
Abstract
Process feedback is information to decision makers about the decision-making process designed to change the way they make decisions. Information technology offers new opportunities to generate and provide process feedback during human-computer interactions for decision making, but there is growing evidence that the effectiveness of feedback is sensitive to its content and form. This paper proposes a framework for analyzing and designing process feedback. The framework describes the interaction between the decision task, the corresponding decision behavior, and the feedback. Using this framework, the paper demonstrates how to prescribe the content and form of process feedback. Thus, this work offers a unified framework for constructing testable propositions on the content and form of interactive feedback as a basis for future research. It suggests that the specification of feedback become an essential activity in building interactive information systems.
Keywords
PsychologySocial SciencesDecision Sciences
Contemporary Sociology A Journal of ReviewsSocial Learning Theory.
25,678 Citations1978Jackson Kytle, Albert Bandura
Patient Education and CounselingThe reflective practitioner: How professionals think in action
19,858 Citations1984Cynthia J. Stewart
Applied ErgonomicsDesigning the user interface: Strategies for effective human-computer interaction
5,616 Citations1993
Psychology Press eBooksEngineering Psychology and Human Performance
4,974 Citations2015Christopher D. Wickens, Justin G. Hollands +2 more
Academy of Management ReviewToward a Model of Organizations as Interpretation Systems
4,302 Citations1984Richard L. Daft, Karl E. Weick
Administrative Science QuarterlyCharacteristics of Organizational Environments and Perceived Environmental Uncertainty
3,656 Citations1972Robert B. Duncan
Management ScienceModeling Managerial Behavior: Misperceptions of Feedback in a Dynamic Decision Making Experiment
2,513 Citations1989John D. Sterman
An experiment on the generation of macrodynamics from microstructure in a common managerial context and subjects are shown to be insensitive to the feedbacks from their decisions to the environment, implications for behavioral theories of aggregate social and economic dynamics are explored.
Academy of Management ReviewThree Types of Perceived Uncertainty About the Environment: State, Effect, and Response Uncertainty
1,995 Citations1987Frances J. Milliken
Psychological ReviewWhat do people think they're doing? Action identification and human behavior.
1,735 Citations1987Robin R. Vallacher, Daniel M. Wegner
Information and Software TechnologyDesigning the user interface: strategies for effective human-computer interaction
1,152 Citations1987J.S. Briggs
Psychological ReviewVisual dominance: An information-processing account of its origins and significance.
1,051 Citations1976Michael I. Posner, Mary Jo Nissen +1 more
The study of visual dominance provides a model situation in which chronometric and phenomenological techniques can be brought together to produce a more complete picture of the relation between information processing and awareness.
Psychological BulletinContingent decision behavior.
892 Citations1982John W. Payne
Reviews the literature showing the effects of task and context variables on decision behavior and evaluates alternative theories for handlingtask and context effects, including cost/benefit principles, perceptual processes, and adaptive production systems.
Management ScienceForecasting and Planning: An Evaluation
619 Citations1981Robin M. Hogarth, Spyros Makridakis
This paper explicitly recognizes the nature of F&P as future-oriented decision making activities and, as such, their dependence upon judgmental inputs and suggests reconceptualizing F &P through use of decision-theoretic concepts.
Psychological BulletinEffects of cognitive feedback on performance.
476 Citations1989William K. Balzer, Michael E. Doherty +1 more
CognitionTwo modes of learning for interactive tasks
392 Citations1988Neil A. Hayes, Donald E. Broadbent
The experiments explore the effects of introducing a secondary verbal task on learning, performing and relearning these tasks and argue for two modes of learning, only one of which involves the verbal system.
Communications of the ACMGraphics and managerial decision making: research-based guidelines
255 Citations1988Sirkka L. Järvenpää, Gary W. Dickson
The examination of the literature reveals a set of empirically based—though preliminary—guidelines as to when and how to use business graphics.
Journal of Experimental Psychology Learning Memory and CognitionAutomatic category search and its transfer.
225 Citations1984Walter Schneider, Arthur D. Fisk
It is concluded that many of the practice effects observed for CM category search take place at either the category level or the category feature level, and that practice results in context activation of the category node or category features are suggested.
Systems that support decision makers: description and analysis
204 Citations1991Mark S. Silver
A Framework for DSS Research and Practice and Decisional Guidance, a three-Tiered approach to DSS research and practice.
Systems Research and Behavioral ScienceDifferential feedback in two multiple-cue probability learning tasks
101 Citations1965Frederick J. Todd, Kenneth R. Hammond
It is suggested that the traditional use of outcome feedback (knowledge of results) as a means of providing more positive effects on learning is not the kind of information that counts in multiple-cue probability tasks.
Social CognitionAction Identification in the Emergence of Social Behavior
95 Citations1986Daniel M. Wegner, Robin R. Vallacher +2 more
Journal of Applied PsychologyWhen feedback is ignored: Disutility of outcome feedback.
91 Citations1984Jacob Jacoby, David Mazursky +2 more
Organizational Behavior and Human Decision ProcessesThe value of action and inference in dynamic decision making
91 Citations1987Don N. Kleinmuntz, James B. Thomas
International Journal of Man-Machine StudiesHuman error detection processes
89 Citations1987Antonio Rizzo, Sebastiano Bagnara +1 more
Data is presented on the relationship between types of errors and behavioural patterns of error detection and suggests that different kinds of psychological mechanisms are involved in the detection of different types of error.
DECISION SUPPORT SYSTEMS: ISSUES AND PERSPECTIVES
87 Citations1982Michael J. Ginzberg, Edward A. Stohr
Information Systems Working Papers Series is a series of papers by scientists and engineers looking at the challenges and opportunities in the rapidly changing environment and some of the approaches to solving these problems.
Decision SciencesNATURE OF PROBLEM ILL‐STRUCTUREDNESS: IMPLICATIONS FOR PROBLEM FORMULATION AND SOLUTION
45 Citations1974Ronald N. Taylor
Organizational Behavior and Human PerformanceMeasuring the importance of cues in policy capturing
33 Citations1982David M. Lane, Kevin R. Murphy +1 more
Decision SciencesFeedback in DSS as a Source of Control: Experiments with the Timing of Feedback
31 Citations1991Dov Te’eni
The opportunities and means to enhance cognitive control in decision making by providing appropriate feedback with DSS are examined, which has been shown to affect the use of feedback and the potential advantages of using information technology over and above manual decision environments.
International Journal of Man-Machine StudiesDirect manipulation as a source of cognitive feedback: a human-computer experiment with a judgement task
23 Citations1990Dov Te’eni
This paper explains why certain elements of direct manipulation can invoke the second form of feedback, and demonstrates that feedback resulting from direct manipulation is more effective and time efficient than the distinct form of Feedback in conditions of high task complexity.
Information & ManagementDecision impelling differences: An investigation of management by exception reporting
16 Citations1981Phillip Judd, Charles E. Paddock +1 more
A comparison of exception reporting using absolute variations, percentage variations, and a combination of both indicates that managers should not use exception reports that provide only absolute or percentage criteria.
Information & ManagementManagement-by-exception reporting: An empirical investigation
11 Citations1987John A. Ricketts, R. Ryan Nelson
The laboratory study presented here concludes that decision makers differ in their preference for exception reporting on the basis of dollars, per cent, or both.
Journal of Research in PersonalityCategory width and expectancies: Risk conservatism or generalization?
6 Citations1973John C. Touhey
OmegaStyle complementarity as a design criterion for decision aids
6 Citations1980Martin De Waele
The paper shows that marketing managers can and do define style complementarity as their most pertinent criterion and in operational terms this means that data gathering/display and measurement have a higher importance than mathematical programming as an aid in decision making.
Operations Research LettersImproving decision making by using performance feedback: An empirical study
6 Citations1984William Remus, Philip L. Carter +1 more
Increased feedback was shown to improve learning rate and reduce erratic or search behavior and the level of performance feedback necessary to obtain the improved learning differs between the quadratic and linear cost environments.