Information redundancy and decision behavior: A process tracing investigation

Stephen W. Gilliland, Neal Schmitt

Research output: Contribution to journalArticlepeer-review

21 Scopus citations


Effects of information redundancy on decision behavior were studied using a process tracing decision task. Information redundancy was defined both in terms of dimension similarity as indicated by dimension labels (expected redundancy) and as actual intercorrelations among the values on the several dimensions (actual redundancy). Time constraints on the decision task were manipulated to investigate the possible interaction between constraints and redundancy. Undergraduate students (n = 140) completed three job choice tasks on the computer, each of which involved selecting one best job from among 10 job offers. Decision behavior was studied with measures of depth, pattern, and latency of search. Subjects examined less information, but in a more interdimensional search pattern and for longer durations with the redundant information dimensions. Interactions were found between actual and expected redundancy. Although time constraints were found to limit depth and latency of information search, no interactions were observed between constraints and redundancy. Future research examining the processes by which redundancy influences search behavior is discussed.

Original languageEnglish (US)
Pages (from-to)157-180
Number of pages24
JournalOrganizational Behavior and Human Decision Processes
Issue number2
StatePublished - Mar 1993

ASJC Scopus subject areas

  • Applied Psychology
  • Organizational Behavior and Human Resource Management


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