Inferring decision strategies from clickstreams in decision support systems: a new process-tracing approach using state machines

Webstores can easily gather large amounts of consumer data, including clicks on single elements of the user interface, navigation patterns, user profile data, and search texts. Such clickstream data are both interesting to merchandisers as well as to researchers in the field of decision-making behavior, because they describe consumer decision-behavior on websites. This paper introduces an approach that infers decision-behavior from clickstream data. The approach observes clicks on elements of a decision-support-system and triggers a set of state-machines for each click. Each state-machine represents a particular decision-strategy which a user can follow. The approach returns a set of decision strategies that best explain the observed click-behavior of a user. Results of two experiments show that the algorithm infers strategies accurately. In the first experiment, the approach correctly infers most of the pre-defined decision-strategies. The second study analyzes the behavior of thirty-eight respondents and finds that the inferred mix of decision-strategies fits well the behavior described in the literature to date. Results show that using decision-support-systems on a web site and observing the user’s click-behavior make it possible to infer a specific decision strategy. The proposed method is general enough to be easily applied to both research and real-world settings, along with other decision-support-systems and strategies.     

ORGANIZATIONAL CONTEXT,USER INVOLVEMENT,AND THE USEFULNESS OF INFORMATION SYSTEMS*

This study investigates organizational factors related to user involvement in information system development and perceived system usefulness. Using a sample of 118 usermanagers in 34 companies, the results show that user involvement in design and implementation is related positively to users' perceptions of system usefulness. However, organizational factors were not found to be related significantly to user involvement, as had been originally hypothesized. Rather, organizational factors either had a direct relationship with perceived usefulness or moderated the relationship between involvement and usefulness. Two factors reflecting an MIS department's maturity (size and age) were found to reduce users' perceptions of system usefulness. Also, users at higher levels and those making more structured decisions found their systems more useful, although the user's level was found to moderate perceptions of system usefulness during the design stage. Three other organizational factors (level of MIS manager, MIS department scope, and decentralization of authority) also were found to have moderating effects.