Decision Support Systems
Testing behavioral stimulation models by direct experiment
Management Science
Decision support system effectiveness: a review and an empirical test
Management Science
A study of user interface aids for model-oriented decision support systems
Management Science
DSS theory: a model of constructs and relationships
Decision Support Systems
Anchor-and-adjustment behaviour in a dynamic decision environment
Decision Support Systems
A psychological approach to decision support systems
Management Science
Improving Decision Making by Means of a Marketing Decision Support System
Management Science
DSS Effectiveness in Marketing Resource Allocation Decisions: Reality vs. Perception
Information Systems Research
Flexible negotiation agent with relaxed decision rules
IEEE Transactions on Systems, Man, and Cybernetics, Part B: Cybernetics
Learning tactical human behavior through observation of human performance
IEEE Transactions on Systems, Man, and Cybernetics, Part B: Cybernetics
A study of evolutionary multiagent models based on symbiosis
IEEE Transactions on Systems, Man, and Cybernetics, Part B: Cybernetics
Multiproduct aggregate production planning with fuzzy demands and fuzzy capacities
IEEE Transactions on Systems, Man, and Cybernetics, Part A: Systems and Humans
IEEE Transactions on Systems, Man, and Cybernetics, Part A: Systems and Humans
Antisocial Behavior of Agents in Scheduling Mechanisms
IEEE Transactions on Systems, Man, and Cybernetics, Part A: Systems and Humans
Application of digital ecosystem design methodology within the health domain
IEEE Transactions on Systems, Man, and Cybernetics, Part A: Systems and Humans
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The interplay between decision-making and decision-support tools has proven puzzling for many years. One of the most popular decision-support tools, what-if analysis, is no exception. Decades of empirical studies have found positive, negative, and null effects. In this paper, we contrast the marginal-analysis decision-making strategy enabled by what-if with the anchoring and adjustment decision-making strategies prevalent among unaided decision makers. By using an aggregate production planning decision task, we develop a Monte Carlo simulation to model 1000 independent what-if decision-making episodes across a myriad of conditions. Results mirror and explain seemingly contradictory findings across multiple prior experiments. Thus, this paper formalizes a simulation approach that expands the scope of previous findings regarding unaided versus what-if analysis aided decision making and suggests that relative performance is quite sensitive to task conditions. In this light, then, performance effect differences in past research are to be expected. While our analysis involves a single task context, the larger and more important point is that, even within a single task context, performance differences between unaided and aided decision making are emergent.