Decision aid reliance

Modeling the effects of decision aid reliability and pressures to perform on reliance behavior

M.I. Gomaa, J.E. Hunton, E.H.J. Vaassen, M.A. Carree

Research output: Contribution to journalArticleScientificpeer-review

Abstract

We investigate the effects of decision aid reliability and pressure to perform on decision aid reliance. A total of 403 students took part in a four (pressures to perform: one through four) by five (decision aid reliability: 50%, 60%, 70%, 80% and 90%) between-participants experiment. We test two competing models of decision aid reliance behavior: pressure-induced rationality and pressure arousal theory. Additionally, we introduce a general model of reliance on a decision aid. We find that pressure arousal theory predominantly explains decision aid reliance behavior at all but the highest level of decision aid reliability tested in this study (90%). Our results indicate that there are reliance peaks across the reliability levels as more pressure to perform is applied, and that continually increasing pressures can eventually lead to decreased, rather than increased, reliance.
Original languageEnglish
Pages (from-to)206-224
JournalInternational Journal of Accounting Information Systems
Volume12
Issue number3
DOIs
Publication statusPublished - 2011

Fingerprint

Decision aids
Modeling
Students
Experiments
Arousal
Rationality
Experiment

Cite this

@article{52c3536360ed426db0c3fd9f3d0abe73,
title = "Decision aid reliance: Modeling the effects of decision aid reliability and pressures to perform on reliance behavior",
abstract = "We investigate the effects of decision aid reliability and pressure to perform on decision aid reliance. A total of 403 students took part in a four (pressures to perform: one through four) by five (decision aid reliability: 50{\%}, 60{\%}, 70{\%}, 80{\%} and 90{\%}) between-participants experiment. We test two competing models of decision aid reliance behavior: pressure-induced rationality and pressure arousal theory. Additionally, we introduce a general model of reliance on a decision aid. We find that pressure arousal theory predominantly explains decision aid reliance behavior at all but the highest level of decision aid reliability tested in this study (90{\%}). Our results indicate that there are reliance peaks across the reliability levels as more pressure to perform is applied, and that continually increasing pressures can eventually lead to decreased, rather than increased, reliance.",
author = "M.I. Gomaa and J.E. Hunton and E.H.J. Vaassen and M.A. Carree",
year = "2011",
doi = "10.1016/j.accinf.2011.02.001",
language = "English",
volume = "12",
pages = "206--224",
journal = "International Journal of Accounting Information Systems",
issn = "1467-0895",
publisher = "Elsevier Inc.",
number = "3",

}

Decision aid reliance : Modeling the effects of decision aid reliability and pressures to perform on reliance behavior. / Gomaa, M.I.; Hunton, J.E.; Vaassen, E.H.J.; Carree, M.A.

In: International Journal of Accounting Information Systems, Vol. 12, No. 3, 2011, p. 206-224.

Research output: Contribution to journalArticleScientificpeer-review

TY - JOUR

T1 - Decision aid reliance

T2 - Modeling the effects of decision aid reliability and pressures to perform on reliance behavior

AU - Gomaa, M.I.

AU - Hunton, J.E.

AU - Vaassen, E.H.J.

AU - Carree, M.A.

PY - 2011

Y1 - 2011

N2 - We investigate the effects of decision aid reliability and pressure to perform on decision aid reliance. A total of 403 students took part in a four (pressures to perform: one through four) by five (decision aid reliability: 50%, 60%, 70%, 80% and 90%) between-participants experiment. We test two competing models of decision aid reliance behavior: pressure-induced rationality and pressure arousal theory. Additionally, we introduce a general model of reliance on a decision aid. We find that pressure arousal theory predominantly explains decision aid reliance behavior at all but the highest level of decision aid reliability tested in this study (90%). Our results indicate that there are reliance peaks across the reliability levels as more pressure to perform is applied, and that continually increasing pressures can eventually lead to decreased, rather than increased, reliance.

AB - We investigate the effects of decision aid reliability and pressure to perform on decision aid reliance. A total of 403 students took part in a four (pressures to perform: one through four) by five (decision aid reliability: 50%, 60%, 70%, 80% and 90%) between-participants experiment. We test two competing models of decision aid reliance behavior: pressure-induced rationality and pressure arousal theory. Additionally, we introduce a general model of reliance on a decision aid. We find that pressure arousal theory predominantly explains decision aid reliance behavior at all but the highest level of decision aid reliability tested in this study (90%). Our results indicate that there are reliance peaks across the reliability levels as more pressure to perform is applied, and that continually increasing pressures can eventually lead to decreased, rather than increased, reliance.

U2 - 10.1016/j.accinf.2011.02.001

DO - 10.1016/j.accinf.2011.02.001

M3 - Article

VL - 12

SP - 206

EP - 224

JO - International Journal of Accounting Information Systems

JF - International Journal of Accounting Information Systems

SN - 1467-0895

IS - 3

ER -