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Received November 6th, 2010; revised December 23rd, 2010; accepted December 28th, 2010.
ABSTRACT
The problem of information overload in management field has been receiving increasing attention, while there are less
empirical researches now. This paper proposes a conceptual model and some operational variables, in which informa-
tion overload is as an intervening variable between the factors of causes and impacts. An investigation and analysis has
been conducted from a selected sample of managers. This research suggests that work efficiency and work quality are
both not strongly connected with information overload. We also find that the main causes of information overload are
the work interruption and work time pressure but the amount of information.
2.2. Causes of Information Overload through a process is affected by the information overload
experienced by process team member. Meglio believes
Some researchers hold that there are several variables
that the concentration and speed should be influenced by
involved from a work process-centered view. Informa-
information overload and lead to negative results [11],
tion overload depends on the nature of work accom-
and information overload is surely an unfavorable factor
plished through a process and one of the most important
of both work efficiency and quality.
being the work complexity in Casey's study [6]. Some
researcher focus on the reason in the succession process, 2.4. Conceptual Model
Schneider once points out that the information overload
Based on the above-mentioned discussions, for our part,
comes from interruption [7]. Information overload seems
information overload means the phenomena of sick and
definitely connected with the amount and nature of
knowledge and skills which are possessed by processing psychological anxiety when information over the capac-
speed and quality and therefore they influence informa- ity of individual process. In view of individual and work
tion overload. Apart from the work factors, some studies dimensions which cause the information overload, Fig-
show that the person and his or her attitude, qualification, ure 1 gives a causal model that integrates individual and
and experience are another important factor. While ear- work factors affecting information overload, and de-
lier studies simply state that a person's capacity to proc- scribes its impact on work efficiency and quality. This
ess information is limited, more recent studies include conceptual model incorporates the process assumptions
specific limiting factors such as personal skills. The level and information overload views while the variable in-
of knowledge and skill coming form experience and per- formation overload acts as an intervening variable that
sonal traits thus directly affects the capacity to receive mediates the influence of individual and work-related
information [8]. On the other hand, the decision style of a variables on work efficiency and work quality. Accord-
team member can affect how efficiently information is ingly, it can be investigated that which factors cause the
processed in Glazer's point of view [9]. information overload and, does information overload
significantly affect work efficiency and work quality?
2.3. Impacts of Information Overload
The explosive development of information and related 3. Data and Method
communication technologies has brought into focus the This study was base on qualitative and quantitative re-
problems of information overload. People find it ever search data collected from a sample of twenty nine of a
more difficult to cope with more information they re-
managers training class. All people who were asked to
ceive, and increasingly unpredictable side-effects of their
answer a questionnaire designed by us in the sample have
actions. The longer people are subjected to information
worked at least for over five years with management oc-
overload, the more negative its effects on physical and
mental well-being. A world-wide survey found that two cupation, which could depict the common trait in the
thirds of managers suffer from increased tension and one work process.
third from ill health because of information overload. The data collection instrument was designed to include
Many academics, corporate decision-makers, and pol- measures for each of the factors discussed in Figure 1, as
icy-makers have realized the magnitude and growing well as open-ended questions in which the respondents
impact of the phenomenon of information overload. Most have been asked. Enough indications and time should be
of study stresses a negative phenomenon that should be prepared before the questionnaires are filled in.
hold back or eliminated [10]. A task accomplished The first three factors, Knowledge and skill, Decision
fa ct ors
Info rmation overload
Work
Inf orm at ion a mount re sult s
Wor k
Wor k c omple xity Wor k qua lit y
fa ct ors
Table 1. Respondents' trade distribution. establishing the existence and comparative strength of
links between individual and work factors and perceived
Trade Respondents
information overload, as well as between perceived in-
Financial 6
formation overload and its impact on work efficiency and
Education 7
work quality. This was attained by the calculation of both
Energy 2
descriptive statistics for each of the measurement items,
Transportation 2
and the Spearman correlation coefficient. The data were
Construction 3
analyzed by SPSS.
Communication 4
Storage 3 4. Results and Analysis
Others 2
Total 29 The correlation coefficients measure the relationship
between different variables through degree of the asso-
amount, Decision scope belong to the individual aspect. ciation which this research investigated. The result can
Paper read, Paper written, Web info absorbing, Web info be found in line twelfth and line thirteenth in Table 2 that
transmitting, Work scope, Work interruption, Work time Spearman correlation coefficients are 0.16 and -0.21 be-
pressure belong to work aspect. Knowledge and skill tween perceived information overload and its impacts on
refers to formal training days in one year. Decision work efficiency and work quality. This result means
amount and Work interruption mean the related times there is no statistical significance of the test has been
which happen in a work day. Paper read, Paper written, affected. Yet both in line eleventh, the result can be
Web info absorbing and Web info transmitting are sur- found the statistical significance have been tested be-
veyed based on average pages in a work day. Information tween the information overload with the work time pres-
overload refers to the degree of individual perception. sure rs = 0.82, P < 0.01, and with the work interruption rs
Based on the different factors, two kinds of measure- = 0.65, P < 0.01. Apart from the two items, there is no
ment are given. Decision scope, Decision scope, Work other factor has strong relation with information overload
time pressure, Information overload, work efficiency and in our investigation.
work quality, the six survey items were measured along a
5. Conclusions
five-point Likert usage scale.
The questionnaire data were analyzed with the aim of The results and analysis suggest a negative answer to
1 2 3 4 5 6 7 8 9 10 11 12 13
1 K n o w led g e a n d sk ill 1
2 D ec isio n a m o u n t 0 .2 2 1
3 D ec isio n sc o p e - 0 .0 6 0 .3 1 1
4 P ap er rea d 0 .2 4 0 .3 3 0 .2 7 1 rs
5 P ap er w ritten 0 .3 2 0 .1 9 - 0 .2 5 0 .6 9 * 1
6 W eb in fo ab so rb in g 0 .2 6 0 .5 9 * - 0 .1 2 0 .2 7 0 .1 3 1
7 W eb in fo tra n sm ittin g 0 .1 9 0 .4 3 0 .1 0 0 .3 5 0 .3 0 0 .5 3 * 1
8 W o rk sc o p e 0 .0 5 0 .3 5 0 .2 1 0 .1 8 0 .2 6 0 .3 5 0 .4 1 1
9 W o rk in terru p tio n - 0 .0 8 0 .2 1 0 .1 7 0 .2 9 0 .2 3 0 .3 2 0 .4 3 0 .5 2 * 1
1 0 Wo rk tim e p ressu re 0 .4 3 0 .3 2 0 .1 2 0 .2 4 0 .2 2 0 .2 9 - 0 .2 1 0 .4 3 0 .4 9 * 1
11 In fo rm a tio n o v erlo a d 0 .3 1 0 .2 8 0 .1 4 0 .1 2 0 .2 3 0 .1 8 - 0 .2 6 - 0 . 1 4 0 .6 5 * 0 .8 2 * 1
1 2 Wo rk efficien c y 0 .1 6 0 .2 9 - 0 .3 3 0 .1 0 0 .1 4 0 .0 6 0 .2 2 - 0 .2 6 - 0 .2 8 0 .5 6 * 0 .1 6 1
1 3 Wo rk q u a lity 0 .6 1 * 0 .1 7 - 0 .3 1 0 .0 9 0 .1 8 0 .0 3 0 .0 7 - 0 .2 8 - 0 .11 - 0 .3 3 - 0 .2 1 0 .2 4 1
Stan d a rd d ev ia tion 11 .8 1 8 .7 1 .2 1 5 .8 2 .6 3 6 .5 11 .3 0 .9 1 4 .2 1 .2 1 .3 1 .1 1 .3
M ed ian 1 8 .0 4 .0 3 .0 1 0 .0 2 .0 3 0 .0 8 .0 2 .0 1 0 .0 2 .0 3 .0 3 .0 3 .0
M ean 1 2 .7 1 0 .5 2 .3 1 8 .1 3 .1 6 8 .7 4 .9 2 .7 1 2 .4 2 .8 2 .6 2 .2 1 .9
M in im u m 3 .0 2 .0 1 .0 2 .0 0 .0 2 .0 1 .0 1 .0 4 .0 0 .0 0 .0 1 .0 0 .0
M a xim u m 3 0 .0 5 0 .0 4 .0 1 0 0 .0 5 0 .0 1 5 0 .0 5 0 .0 4 .0 5 0 .0 4 .0 4 .0 4 .0 4 .0
N = 2 9 ; * : P < 0 .0 1 ( tw o -tailed test)
some previous investigation around which this research lishing, Indiana, 2001.
was carried out [12]. Our results have shown no signifi- [4] A. G. Schick, L. A. Gordon and S. Haka, "Information
cant correlation between information overload with work Overload: A Temporal Approach," Accounting Organiza-
efficiency and work quality. That is to say, our investiga- tions and Society, Vol. 15, No. 3, 1990, pp. 199-220.
tion data supports the conclusion that there is no obvious doi:10.1016/0361-3682(90)90005-F
relationship between information overload and the effi- [5] D. Bawden, C. Holtham and N. C. Courtney, "Perspec-
ciency or quality of works. As for the cause of informa- tives on Information Overload," ASLIB Proceedings, Vol.
51, No. 8, 1999, pp. 249-255.
tion mainly comes from the work time pressure which doi:10.1108/EUM0000000006984
lead to people perceptual information overload. The sec-
[6] C. J. Casey, "Coping with Information Overload: The
ond cause of information overload perhaps comes from Need for Empirical Research," Cost and Management,
work interruptions. The amount of information could not Vol. 66, No. 4, 1992, pp. 31-38.
give rise to information overload individually. And
[7] S. C. Schneider, "Information Overload: Causes and
therefore, it should be considered within a time frame Consequences," Human Systems Management, Vol. 7, No.
when the researcher investigates and analyses the infor- 2, 1987, pp. 143-154.
mation phenomena. [8] M. R. Swain and S. F. Haka, "Effects of Information
The results in this paper maybe help us to understand Load on Capital Budgeting Decisions," Behavioral Re-
that there are adjustability and complexity in human search in Accounting, Vol. 12, 2008, pp. 171-199.
adoption in confronting more information amount which [9] R. Glazer, "Locally Rational Decision Making: The Dis-
can change according the human learning capacity, tracting Effect of Information on Managerial Perform-
working team and work scope. Reasonable information ance,” Management Science, Vol. 38, No. 2, 1992, pp.
overload is not necessarily unhelpful to most tasks. In 212- 227. doi:10.1287/mnsc.38.2.212
some context, information overload will not definitely [10] K. Kiley, "The Cyberspace Database Information Over-
decrease work performance, but in the other way round, load," Catalog Age, Vol. 12, No. 9, 2005, pp. 56-59.
increase it. The findings above offer the basis for a new [11] C. E. Meglio and B. H. Kleiner, "Managing Information
framework to understand the information overload phe- Overload," Industrial Management and Data System, Vol.
nomenon. This research provides the findings base on 1, No. 1, 1990, pp. 23-26.
doi:10.1108/02635579010003405
study data collected from a relatively small sample base.
Thus, a suggestion for future research is to simple in- [12] G. Wheelight, "Information Overload," Communications
International, Vol. 22, No. 1, 1995, pp. 55-58.
crease the size of sample of individuals researched.
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