Communications of the ACM
Applying the Technology Acceptance Model and Flow Theory to Online Consumer Behavior
Information Systems Research
"Constant, constant, multi-tasking craziness": managing multiple working spheres
Proceedings of the SIGCHI Conference on Human Factors in Computing Systems
A diary study of task switching and interruptions
Proceedings of the SIGCHI Conference on Human Factors in Computing Systems
No task left behind?: examining the nature of fragmented work
Proceedings of the SIGCHI Conference on Human Factors in Computing Systems
Journal of Management Information Systems
Technical opinion: Multitasking with laptops during meetings
Communications of the ACM - Inspiring Women in Computing
Human-Computer Interaction
Self-interruption on the computer: a typology of discretionary task interleaving
Proceedings of the SIGCHI Conference on Human Factors in Computing Systems
Proceedings of the SIGCHI Conference on Human Factors in Computing Systems
Delays and interruptions: A self-perpetuating paradox of communication technology use
Information and Organization
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Human multitasking is often the result of self-initiated interruptions in the performance of an ongoing task. These self-interruptions occur in the absence of external triggers such as electronic alerts or email notifications. Compared to externally induced interruptions, self-interruptions have not received enough research attention. To address this gap, this paper develops a typology of self-interruptions based on the integration of Flow Theory and Self-regulation Theory. In this new typology, the two major categories stem from positive and negative feelings of task progress and prospects of goal attainment. The proposed classification is validated in an experimental multitasking environment with pre-defined tasks. Empirical findings indicate that negative feelings trigger more self-interruptions than positive feelings. In general, more self-interruptions result in lower accuracy in all tasks. The results suggest that negative internal triggers of self-interruptions unleash a downward spiral that may degrade performance.