The effects of feedback format on dynamic decision making
By Paul W. B. Atkins, Robert E. Wood, Philip J Rutgers. 2002
102 citations recorded by the source corpus.
Subfields: Artificial Intelligence, Management Science and Operations Research, Social Psychology
View Paper: https://www.semanticscholar.org/paper/1bea50f55bd3ae66fa2f0d3f13944464cf901094
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In Artificial Intelligence
In Management Science and Operations Research
In Social Psychology
Citations in the corpus
- Time delays, competitive interdependence, and firm performance (2017, methodology): “Our model builds upon the literature on reinforcement learning in psychology and management (e.g., Atkins, Wood, and Rutgers, 2002; Diehl and Sterman, 1995; Lam et al., 2011; Lurie and Swaminathan, 2009; Rahmandad, 2008; Rahmandad et al., 2009), which emphasizes actors’ tendency to move in the…”
- How Incorporating Feedback Mechanisms in a DSS Affects DSS Evaluations (2009, unknown): “For example, Atkins et al. (2002) find that if feedback is presented in a way that makes it trivial for decision makers to derive guidelines for action, they won't exert the effort needed to understand the rationale underlying these guidelines.”
- Why don't well-educated adults understand accumulation? A challenge to researchers, educators, and citizens (2009, background): “Experiments 1–4 test whether information displays (Atkins et al., 2002), the cognitive burden of required calculations (Roch, Lane, & Samuelson, 2000), inadequate motivation, unfamiliar task context, or the inability to interpret or construct graphs (Ossimitz, 2002) contribute to SF failure.”