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| Content Provider | IEEE Xplore Digital Library |
|---|---|
| Author | Davis, F.D. Kottemann, J.E. Remus, W.E. |
| Copyright Year | 1991 |
| Description | Author affiliation: Michigan Univ., Ann Arbor, MI, USA (Davis, F.D.; Kottemann, J.E.) |
| Abstract | The research presented hypothesizes that what-if analysis creates an 'illusion of control' which causes people to overestimate its effectiveness. The study reported found that what-if analysis improved performance for about half of the subjects and degraded performance for the rest in a simulated production scheduling task. However, all subjects but one reported believing what-if to be beneficial to their decision performance. Erroneous beliefs persisted in the face of outcome feedback showing inferior performance when what-if analysis was used. In light of other research linking user acceptance to users' performance perceptions, these results indicate the potential for sustained but dysfunctional use of what-if analysis due to overconfidence. |
| Starting Page | 452 |
| Ending Page | 460 |
| File Size | 479581 |
| Page Count | 9 |
| File Format | |
| DOI | 10.1109/HICSS.1991.184174 |
| Language | English |
| Publisher | Institute of Electrical and Electronics Engineers, Inc. (IEEE) |
| Publisher Date | 1991-01-08 |
| Access Restriction | Subscribed |
| Rights Holder | Institute of Electrical and Electronics Engineers, Inc. (IEEE) |
| Subject Keyword | Performance analysis Decision making Degradation Analytical models Cause effect analysis Production Feedback Joining processes Psychology Testing |
| Content Type | Text |
| Resource Type | Article |
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