Abstract
Financial analysts, financed managers, and other finance specialists participated in a laboratory study to examine the perceived value of specific DSS training with DSS usage, the decision process, and task structure. Measures included the frequency of DSS features used, the number of syntax errors made, comfort with and the use of a computer terminal to improve decision effectiveness, and the use of a specific DSS to enhance decision making. Forty-nine participants received DSS training, were randomly assigned to a structured or semi-structured task, and conducted analyses. Results showed that DSS users see a strong positive correlation between their training and the use of a DSS to improve decision making. Significant relationships were also noted between perceptions of training and task structure differences.
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