Individual Differences and Decision-Making Using Various Levels of Aggregation of Information.

Author List: Lederer, Albert L.; Jr., George L. Smith;

Journal of Management Information Systems, 1988, Volume 5, Issue 3, Page 53-69.

This research investigated the effects of aggregation level on decision-making performance and confidence. The study made use of experienced territory managers as subjects. As part of their regular job responsibilities, they had all carried out a task closely resembling the one in this experiment. The research sought to identify patterns of decision-making suggesting that individual differences play an important role. With an average of 6.8 years of experience, 104 territory managers in a manufacturing firm planned the coming year's product distribution. Each manager received reports for two hypothetical territories that differed in their level of aggregation. Confidence in their plans was related to experience and to decision-making style, but not to preference. Decision-makers almost always preferred detailed data, while summary data appeared to better serve heuristic planners and detailed data better served analytic planners.

Keywords: aggregation of information; Cognitive styles; confidence in decision-making.

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List of Topics

#9	0.368	using subjects results study experiment did conducted task time used experienced use preference experimental presented decision-making empirical significantly effects better
#213	0.126	assimilation beliefs belief confirmation aggregation initial investigate observed robust particular comparative circumstances aggregated tendency factors examine stages uncertainty instead confidence
#205	0.122	cognitive style research rules styles human individual personality indicates stopping users composition analysis linguistic contextual certain differences preferred theoretical activity
#67	0.087	production manufacturing marketing information performance systems level impact plant model monitor does strategies 500 unit present fortune integrated sales plants
#161	0.060	role relationship positively light important understanding related moderating frequency intensity play stronger shed contribution past considered maintenance effort effect specifically
#156	0.058	ethical ethics ambidexterity responsibility codes moral judgments code behavior professional act abuse judgment professionals morality effect issues unethical intentions personal
#88	0.055	managers managerial manager decisions study middle use important manager's appropriate importance context organizations indicate field experience management major organizational results