Mental models, cognitive dissonance and executive information systems' effectiveness
Authors: Ramaprasad, A.; Hill, M. E.; Salach, D. A.
Journal: Information Systems Journal (1993)
DOI: 10.1111/j.1365-2575.1993.tb00128.x
<jats:p><jats:bold>Abstract. </jats:bold> Recently there has been interest in the interaction between executives' mental models and executive information systems (EIS). As stated by Rockart & De Long (1988), ‘the most significant effect of computer support for executives may be in the enhanced mental models of the systems’ users' (p. 130).</jats:p><jats:p>It is proposed that each interaction between the EIS and the executive will induce cognitive dissonance in the executive. The effect of the dissonance on the mental models will depend upon (a) whether the executive is in an exploratory mode or confirmatory mode and (b) whether the dissonance is below, within or above the threshold range.</jats:p><jats:p>Cognitive dissonance serves to instil an opportunity for the creation, confirmation, expansion or reconstruction of one's mental model (s). This increases the likelihood of the executive's effectiveness being enhanced by the EIS and thus would enable better decision making. On the other hand, it can also lead to the rejection of the EIS depending on the mode (exploratory or confirmatory) of the executives and the level of their conviction in their mental models.</jats:p><jats:p>An…