| Popis: |
Two forms of training are contrasted in this study: operations training and strategy training. Operations training provides information concerning how to operate the features of the Decision Support System (DSS). Operations-trained subjects have sole responsibility for the development of a decision strategy. Strategy training provides information concerning the operation of DSS features in the context of a suggested decision strategy. Strategy-trained subjects need not develop their own strategy for using the DSS. The dimension of user ability selected for study was cognitive restructuring ability (CRA) as measured by the Group Embedded Figures Test. CRA is used in the strategy formulation activities of selecting, organizing and reorganizing information. CRA was expected to interact with the form of training in determining performance because the training treatments provided different levels of support to the strategy formulation process. Forty-two MBA students participated in a laboratory experiment based on a job sequencing task. Computer logs, questionnaire responses and concurrent verbal protocols were analyzed. Strategy training resulted in higher performance, regardless of CRA. For operations-trained subjects, high CRA individuals performed bett er than low CRA individuals. The relationship with CRA was reversed for strategy-trained subjects. A number of underlying strategy differences between groups were also documented. The findings suggest that strategy training can be used as a means of responding to individual differences in the user population |
