The use of graphs as decision aids in relation to information overload and managerial decision quality

Chan, Siu Y.

doi:10.1177/0165551014233851

Cited by 5 publications

(7 citation statements)

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“…In this case, organizational members have to deal with an information overload, which can reduce their performance, decision quality, and effectiveness (Chan, ; O'Reilly, ; Snowball, ). Considering the amount of information involved in many co‐development projects, companies actively seek to manage the flow and analyses of this information.…”

Section: Conceptual Backgroundmentioning

confidence: 99%

How Do Strategy and Leadership Styles Jointly Affect Co‐development and Its Innovation Outcomes?

Stock¹,

Zacharias²,

Schnellbaecher³

2016

J of Product Innov Manag

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Co‐development with customers attracts considerable interest as a means to improve companies’ product innovativeness and performance. Forward‐thinking companies integrate co‐development within their business models, but many remain uncertain about which levers best foster its implementation. This study therefore takes a top‐down perspective on ways to stimulate co‐development with customers. Relying on boundary theory and its wider contextualization in relation to resource dependence theory, the authors argue that an innovation‐oriented strategy, combined with transformational and transactional leadership, represents senior management levers for driving general openness and providing strategic directions for innovation, which then helps bridge the boundary with customers and facilitate the co‐development of new products. Data from 135 managers and 415 subordinates reveal that some senior management levers can foster co‐development. Specifically, the results of the hierarchical regression analyses confirm the hypothesized positive interaction effect of innovation‐oriented strategy and transformational leadership, whereas the combination of innovation‐oriented strategy and transactional leadership is not beneficial. The strength of innovation‐oriented strategy as an important senior management lever differs for goods and services, which is not the case for the other two levers. Finally, this study provides a more fine‐grained perspective on the new product frequency outcomes of co‐development, by relying on organizational learning theory. Most research is restricted to linear relationships, but the current investigation unveils an inverted U‐shaped relationship between co‐development and companies’ new product frequency. Hence, companies can profit from co‐development at lower and medium levels, but the common notion of “the more, the better” does not apply to an unlimited degree for co‐development. Practitioner Points Senior managers should implement an innovation‐oriented strategy to provide guidance regarding the company's innovation generation goals in co‐development projects. Companies need to support organizational members with adequate freedom and flexibility in terms of co‐development projects, instead of focusing on fixed goals, expectations, or rewards. If they offer services in particular, companies should initiate appropriate training and coaching for senior managers, to help them better motivate and lead organizational members with a transformational leadership style. Co‐development can be fostered by senior managers from the top but also should be tracked, using management tools and key performance indicators, to recognize negative efficiency trends as early as possible.

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Section: Conceptual Backgroundmentioning

confidence: 99%

How Do Strategy and Leadership Styles Jointly Affect Co‐development and Its Innovation Outcomes?

Stock¹,

Zacharias²,

Schnellbaecher³

2016

J of Product Innov Manag

View full text Add to dashboard Cite

show abstract

“…However, Internet data are exponentially increasing [2], and the onslaught of messages from multiple sources can quickly overwhelm receivers [3][4][5]. People require additional time and resources to process the information, and decision-making can become difficult [6,7]; in response, consumers may choose to abandon online stores.…”

Section: Introductionmentioning

confidence: 99%

Why do online consumers experience information overload? An extension of communication theory

2016

Journal of Information Science

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People surfing the Internet are faced with an onslaught of messages from multiple sources, which can overwhelm receivers. In contrast to previous studies, which have used ‘choice overload’ to represent the amount of information provided to consumers, this study used ‘information overload’ theory to represent the abundance of information received by consumers in online shopping environments. Borrowing from the concepts of the communication model, this study investigated the antecedents of perceived information overload, including information characteristics (message), the information source, the system interface (channel) and recipients’ motivation (receiver). A total of 15 adults with more than 3 years of online shopping experience participated in a focus group discussion. By integrating focus group results and the results of previous studies into a theoretical framework, this study developed and empirically tested a structural equation model of online information overload among 456 PChome customers. The results indicated that the complexity and ambiguity of information characteristics, number of brand alternatives offered by the information source and system interface all positively affect consumers’ perceived information overload. Furthermore, information recipients’ motivation not only negatively affected consumers’ perceived information overload but also moderated the relationship between the number of brand alternatives and consumers’ perceived information overload.

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“…In particular it raises the likelihood that personal preferences may often be irrelevant in organizations as an influence on acceptance, and that usage may be much more a product of external or internal structures. This means that conventional studies of individual responses to decision aids [6], whilst helpful in terms of assisting how to design and present IT-based aids, may not be especially useful in exploring reasons for acceptance or rejection.…”

Section: Discussionmentioning

confidence: 99%

“…organizations has been more limited and the few articles that do exist [2,5] stop at outlining potential research lines and arguments to be explored. Alternatively, other approaches [6] work on the assumption that the important factors in determining acceptance are the beliefs of each individual who makes their own decision to accept or reject, and that there is no social dimension to such decision-making.…”

Section: What Factors Influence the Acceptance Of Decision Aids In Organizations?mentioning

confidence: 99%

“…When studying the reasons for the acceptance of a decision aid from an individual point of view, it is reasonable to argue that if that individual agrees (for whatever reason) with the value of the decision aid (so it is seen to be appropriate to the problem and to assist in the choice or problem structuring process) then they will use (accept) it. If there are no other pressures or constraints [6], then the relationship should come down to a question of what value the individual ascribes to the decision aid.…”

Section: Agreement and Acceptancementioning

confidence: 99%

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What factors influence the acceptance of decision aids in organizations?

Cook

2002

Journal of Information Science

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This study considers what factors influence whether decision-makers in an organization will accept a decision aid. Specifically, the study considered the information gathering and planning systems used to support resource allocation decisions in a higher education college. The main finding was that the aid was accepted due to the college’s ability to sustain an earlier pattern of resource allocation. Also the external funding process left the college with limited choice in how it organized its internal procedures. This combination of an external constraint and the ability to sustain an existing set of choices led to differences of opinion being played down and, as a result, the decision aid continuing to be used despite disagreement with both its structure and the resultant resource allocation.

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The use of graphs as decision aids in relation to information overload and managerial decision quality

Cited by 5 publications

References 0 publications

How Do Strategy and Leadership Styles Jointly Affect Co‐development and Its Innovation Outcomes?

How Do Strategy and Leadership Styles Jointly Affect Co‐development and Its Innovation Outcomes?

Why do online consumers experience information overload? An extension of communication theory

What factors influence the acceptance of decision aids in organizations?

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