Assessing the value of information
ICIS '89 Proceedings of the tenth international conference on Information Systems
Journal of Management Information Systems
Decision making under time pressure: a model for information systems research
Information and Management
Cost-Benefit Analysis in Information Systems Development and Operation
ACM Computing Surveys (CSUR)
Principles of Information Systems for Management
Principles of Information Systems for Management
Managing limited-perspective bias in IT
Strategies for managing IS/IT personnel
International Journal of Human-Computer Studies
Market reactions to E-business outsourcing announcements: an event study
Information and Management
Consumer Perceptions and Willingness to Pay for Intrinsically Motivated Online Content
Journal of Management Information Systems
Training for Crisis Decision-Making: Psychological Issues and Computer-Based Solutions
Journal of Management Information Systems
A demands-resources model of work pressure in IT student task groups
Computers & Education
Leveraging temporal and spatial separations with the 24-hour knowledge factory paradigm
Information Systems Frontiers
How do decision time and realism affect map-based decision making?
COSIT'11 Proceedings of the 10th international conference on Spatial information theory
Assessing the perception of information components in financial decision support systems
Decision Support Systems
Hi-index | 0.00 |
The Israeli Air Force (IAF) has developed a simulation system to train its top commanders in how to use defensive resources in the face of an aerial attack by enemy combat aircraft. During the simulation session, the commander in charge allocates airborne and standby resources and dispatches or diverts aircraft to intercept intruders. Seventy-four simulation sessions were conducted in order to examine the effects of time pressure and completeness of information on the performance of twenty-nine top IAF commanders. Variables examined were: (1) display of complete versus incomplete information, (2) time-constrained decision making versus unlimited decision time, and (3) the difference in performance between top strategic commanders and mid-level field commanders.Our results show that complete information usually improved performance. However, field commanders (as opposed to top strategic commanders) did not improve their performance when presented with complete information under pressure of time. Time pressure usually, but not always, impaired performance. Top commanders tended to make fewer changes in previous decisions than did field commanders.