Abstract
This study investigated the interaction effect of task uncertainty, diagnostic use of MAS, and interactive use of MAS on organizational performance. Survey results obtained from 211 managers showed a three-way interaction model. The results indicate that the relationship between performance and task uncertainty was dependent on the level of the diagnostic and interactive use of MAS. More specifically, the results indicated that performance was positive under high levels of task uncertainty when managers employ low and high interactive use of MAS. The managerial implications of these findings are discussed.
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
