Author List: Astor, Philipp J.; Adam, Marc T. P.; Jer?i?, Petar; Schaaff, Kristina; Weinhardt, Christof;
Journal of Management Information Systems, 2013, Volume 30, Issue 3, Page 247-278.
Traders and investors are aware that emotional processes can have material consequences on their financial decision performance. However, typical learning approaches for debiasing fail to overcome emotionally driven financial dispositions, mostly because of subjects' limited capacity for self-monitoring. Our research aims at improving decision makers' performance by (1) boosting their awareness to their emotional state and (2) improving their skills for effective emotion regulation. To that end, we designed and implemented a serious game-based NeuroIS tool that continuously displays the player's individual emotional state, via biofeedback, and adapts the difficulty of the decision environment to this emotional state. The design artifact was then evaluated in two laboratory experiments. Taken together, our study demonstrates how information systems design science research can contribute to improving financial decision making by integrating physiological data into information technology artifacts. Moreover, we provide specific design guidelines for how biofeedback can be integrated into information systems.
Keywords: biofeedback; decision-making processes; design science; emotion regulation; financial decision making; IT artifacts; NeuroIS; serious games
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#290 0.188 emotions research fmri emotional neuroscience study brain neurois emotion functional neurophysiological distrust cognitive related imaging tools effects warnings magnetic turn
#106 0.184 integration present offer processes integrating current discuss perspectives related quality literature integrated benefits measures potential regarding issues finally taken propose
#207 0.162 design artifacts alternative method artifact generation approaches alternatives tool science generate set promising requirements evaluation problem designed incentives components addressing
#8 0.133 decision making decisions decision-making makers use quality improve performance managers process better results time managerial task significantly help indicate maker
#50 0.112 financial crisis reporting report crises turnaround intelligence reports cash forecasting situations time status adequately weaknesses selective impact systemic power described