Janna M. Crews

Interactions Between System Evaluation And Theory Testing: A Demonstration of the Power of a Mulitfaceted Approach to Systems Research

Historically, information systems (IS) researchers have questioned which research paradigms, activities, and methods IS research should follow. In this paper, we argue that different research methods and activities may interact with each other, different research paradigms may complement each other due to such interactions, and therefore, a multimethodological, cross-paradigm research approach may result in better IS research than a singular approach. Three existing multimethodological IS research frameworks are reviewed and summarized into an integrated approach. Two types of interactions between different research methods across system evaluation and theory testing research activities are identified. A three-year research study about a computer-based training system for deception detection (Agent99 Trainer) provides a concrete example to demonstrate the existence and research benefits of these two types of interactions, as well as the benefits of a multimethodological, cross-paradigm IS research approach.

Designing Agent99 trainer: a learner-centered, web-based training system for deception detection

Research has long recognized that humans have many biases andshortcomings that severely limit our ability to accurately detect deception. Howcan we improve our deception detection ability? One possible method is totrain individuals to recognize cues of deception. To do this, we need to createeffective training curricula and educational tools. This paper describes how weused existing research to guide the design and development of a Web-based,multimedia training system called Agent99 Trainer to provide effective deceptiondetection training. The Agent99 Trainer system integrates explicit instructionon the cues of deception, detection experience through practice, and immediatefeedback with anytime, anywhere Web access. Our initial experimentsshow that our training improves human deception detection accuracy and theAgent99 Trainer system provides training as effective as instructor-led lecturebasedtraining.

Training to detect deception: an experimental investigation

Humans are not very good at detecting deception in normal communication. One possible remedy for improving detection accuracy is to educate people about various indicators of deception and then train them to spot these indicators when they are used in normal communication. This paper reports on one such training effort involving over 100 military officers. Participants received training on deception detection generally, on specific indicators, and on heuristics. They completed pre- and post-tests on their knowledge in these areas and on their ability to detect deception. Detection accuracy was measured by asking participants to judge if behavior in a video, on an audiotape, or in a text passage was deceptive or honest. Trained individuals outperformed those who did not receive training on the knowledge tests, but there were no differences between the groups in detection accuracy. In addition, individuals who received training using specially developed software did as well as individuals who were trained by lecture or by lecture and software in combination, for both knowledge and detection accuracy.

Computer-based training for deception detection: What users want?

Training humans in detecting deception is as much a difficult and important problem as detecting deception itself. A computer-based deception detection training system, Agent99 Trainer, was built with a goal to train humans to understand deception and detect deception more accurately. Based on the previous studies, a newer version of this system was designed and implemented not only to overcome the limitations of the earlier system, but also to enhance it with additional useful features. In this paper, we present a usability study to test the design of this system from a users’ perspective. The findings of this study, based on quantitative and qualitative data, demonstrate good usability of the training system, along with providing a better understanding of what users want from such a deception detection training system.

The Effects of Communication Media a Conflict on Team Identification in Diverse Teams

This paper explores the effects of communication media and conflict on team identification in diverse teams. Communicating either face-to-face (FTF) or via computer-mediated communication (CMC), participants performed a simulated foundation activity in 4-person teams that were diverse in terms of both social category and informational diversity. Results indicate that CMC teams had lower team identification than FTF teams. However, communication media moderated the relationship between conflict and team identification such that conflict had a negative effect on team identification in diverse FTF teams but had no effect on team identification in diverse CMC teams. These findings suggest that CMC can help diverse teams manage their intragroup conflict by attenuating the negative effect of conflict on team identification, making CMC an effective medium for decision-making in diverse teams.

High Sierra Industries: IS Gridlock

High Sierra Industries (HSI) is a not-for-profit (NFP) organization with the dual purpose of being a competitive light manufacturer, while also providing productive jobs for physically and mentally disabled members of the community. This case documents how HSI’s accounting information system (AIS) failed to evolve with organizational needs. Throughout the case, HSI was able to rely upon temporary system fixes each time it faced a system failure. Each temporary fix brings them closer to a debilitating loss of information and business functionality. The case places the reader in the shoes of a student/consultant (SC) who was called upon to help HSI plan its next revision of the AIS. Analysis confirms the need for new software and renewed attention to internal controls. A legitimate debate among corporate directors and officers about priorities resulted in decision-making gridlock. This case consequently draws attention to the role of governance in a NFP and the leadership dynamics necessary for a systems project. The five key stakeholders are the chief executive officer (CEO), operations manager, accountant, an executive board member, and the SC. They need to find a way to move forward. The SC decides to use an evaluation matrix to organize the competing perspectives to help HSI decide on the goals of its first planned system development life cycle.