Decision aid reliance: Modeling the effects of decision aid reliability and pressures to perform on reliance behavior |
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| Authors: | Mohamed I Gomaa James E Hunton Eddy HJ Vaassen Martin A Carree |
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| Institution: | aSuffolk University, Sawyer Business School, 8 Ashburton Place, Boston, MA 02108, United States;bBentley University, 175 Forest Street, Waltham, MA 02452, United States;cTilburg University, School of Economics and Management, Warandelaan 2, 5037 AB Tilburg, Netherlands;dUniversiteit Maastricht, School of Business and Economics, Tongersestraat 53, 6211 LM Maastricht, Netherlands |
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| Abstract: | We investigate the effects of decision aid reliability and pressure to perform on decision aid reliance. A total of 403 students took part in a four (pressures to perform: one through four) by five (decision aid reliability: 50%, 60%, 70%, 80% and 90%) between-participants experiment. We test two competing models of decision aid reliance behavior: pressure-induced rationality and pressure arousal theory. Additionally, we introduce a general model of reliance on a decision aid. We find that pressure arousal theory predominantly explains decision aid reliance behavior at all but the highest level of decision aid reliability tested in this study (90%). Our results indicate that there are reliance peaks across the reliability levels as more pressure to perform is applied, and that continually increasing pressures can eventually lead to decreased, rather than increased, reliance. |
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| Keywords: | Decision aid reliance Decision aid reliability Pressure to perform |
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