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The Value of Distrust in Computer-Based Decision-Making GroupsPaul Benjamin LowryCity University of Hong Kong (CityUHK) - College of Business - Department of Information Systems Justin GiboneyUniversity of Arizona - Department of Management Information Systems Ryan SchuetzlerUniversity of Arizona - Department of Management Information Systems Jacob RichardsonBrigham Young University - Department of Information Systems Tom GregoryGeorgia State University - Department of Computer Information Systems John RomneyBrigham Young University - Department of Information Systems Bonnie AndersonBrigham Young University - School of Accountancy October 11, 2009 43rd Annual Hawaii International Conference on System Sciences, Hawaii, January 5-8, 2010 Abstract: We present a creative approach to improve the effectiveness of decision-making groups in solving nonroutine problems by introducing increased distrust into the group. Our theory is proposed through an extension and empirical test of Schul et al.’s [1] distrust model in an online group decision-making domain. We find that an increase in distrust among group members led to an increase in group decision accuracy for nonroutine problems. This demonstrates that through a distrust stimulus, members of decision-making groups can better solve nonroutine problems. This paper also demonstrates how simple environmental abnormalities can increase distrust and trust in computer-based decision-making groups. Various trust- and distrust-related measures were also tested and validated to further research in this area.
Number of Pages in PDF File: 12 Keywords: distrust, decision-making, groups, teams, collaboration, trust, CMC working papers seriesDate posted: October 14, 2009Suggested CitationContact Information
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