Information systems design: an empirical study of feedback effects

Jane E. Humble; Robert T. Keim; James C. Hershauer

doi:10.1080/01449299208924342

Information systems design: an empirical study of feedback effects

Jane E. Humble, Robert T. Keim, James C. Hershauer

Human Systems Engineering (HSE)

Research output: Contribution to journal › Article › peer-review

5 Scopus citations

Abstract

Feedback is an important component of any dynamic system, and should receive attention as a design issue in information systems. The study presents a model which shows the function of feedback in management information systems. The potential effect of task-specific feedback on the judgement of the decision-maker is tested empirically. Both the model and empirical results provide guidance about the role of feedback in information systems design. Empirical results demonstrate that there remains a strong bias towards overconfidence even with feedback. However, the presence of immediate feedback does lower confidence and raise decision quality.

Original language	English (US)
Pages (from-to)	237-244
Number of pages	8
Journal	Behaviour and Information Technology
Volume	11
Issue number	4
DOIs	https://doi.org/10.1080/01449299208924342
State	Published - 1992

ASJC Scopus subject areas

Developmental and Educational Psychology
Arts and Humanities (miscellaneous)
General Social Sciences
Human-Computer Interaction

Access to Document

10.1080/01449299208924342

Cite this

@article{ace29eead52f43d696e246ebb977f328,

title = "Information systems design: an empirical study of feedback effects",

abstract = "Feedback is an important component of any dynamic system, and should receive attention as a design issue in information systems. The study presents a model which shows the function of feedback in management information systems. The potential effect of task-specific feedback on the judgement of the decision-maker is tested empirically. Both the model and empirical results provide guidance about the role of feedback in information systems design. Empirical results demonstrate that there remains a strong bias towards overconfidence even with feedback. However, the presence of immediate feedback does lower confidence and raise decision quality.",

author = "Humble, {Jane E.} and Keim, {Robert T.} and Hershauer, {James C.}",

note = "Funding Information: This research was funded in part by a grant to the first author from the Arizona State University Faculty Grantin-Aid programme. The authors wish to express their appreciation' to an anonymous reviewer who provided many insightful suggestions for this manuscript.",

year = "1992",

doi = "10.1080/01449299208924342",

language = "English (US)",

volume = "11",

pages = "237--244",

journal = "Behaviour and Information Technology",

issn = "0144-929X",

publisher = "Taylor and Francis Ltd.",

number = "4",

}

TY - JOUR

T1 - Information systems design

T2 - an empirical study of feedback effects

AU - Humble, Jane E.

AU - Keim, Robert T.

AU - Hershauer, James C.

N1 - Funding Information: This research was funded in part by a grant to the first author from the Arizona State University Faculty Grantin-Aid programme. The authors wish to express their appreciation' to an anonymous reviewer who provided many insightful suggestions for this manuscript.

PY - 1992

Y1 - 1992

N2 - Feedback is an important component of any dynamic system, and should receive attention as a design issue in information systems. The study presents a model which shows the function of feedback in management information systems. The potential effect of task-specific feedback on the judgement of the decision-maker is tested empirically. Both the model and empirical results provide guidance about the role of feedback in information systems design. Empirical results demonstrate that there remains a strong bias towards overconfidence even with feedback. However, the presence of immediate feedback does lower confidence and raise decision quality.

AB - Feedback is an important component of any dynamic system, and should receive attention as a design issue in information systems. The study presents a model which shows the function of feedback in management information systems. The potential effect of task-specific feedback on the judgement of the decision-maker is tested empirically. Both the model and empirical results provide guidance about the role of feedback in information systems design. Empirical results demonstrate that there remains a strong bias towards overconfidence even with feedback. However, the presence of immediate feedback does lower confidence and raise decision quality.

UR - http://www.scopus.com/inward/record.url?scp=79961164710&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=79961164710&partnerID=8YFLogxK

U2 - 10.1080/01449299208924342

DO - 10.1080/01449299208924342

M3 - Article

AN - SCOPUS:79961164710

SN - 0144-929X

VL - 11

SP - 237

EP - 244

JO - Behaviour and Information Technology

JF - Behaviour and Information Technology

IS - 4

ER -

Information systems design: an empirical study of feedback effects

Abstract

ASJC Scopus subject areas

Access to Document

Other files and links

Fingerprint

Cite this