University of Twente Student Theses


De invloed van werkervaring op het beslisproces

Meerveld, A.J.J. van (2013) De invloed van werkervaring op het beslisproces.

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Abstract:Introduction: At Operations Control (OC) they are responsible for managing major disruptions in the airline flight schedule of the Koninklijke Luchtvaart Maatschappij (KLM). Due shift rotations the OC-management notices that there are a lot of differences in measures taken during major disruptions in the network flight schedules. More importantly, management states that they have no insight in the individual decision processes of which these measures are a result. The primary objective of this study is to improve the knowledge about the decision process during major disruptions. The decisions during major disruptions are taken under difficult circumstances, moreover they occur only about fifteen times a year. That’s why domainexpertise during major disruptions is lacking. In situations where domainexpertise is lacking, people use so called strategic expertise. Strategic expertise is the ability to make decisions through logical coherence reasoning. Four expecatations are created to analyze how strategic expertise is related to the decision making proces. Method: Five Duty Manager Operations (DMO's), five Senior Operations Controllers (SOC'ers) and five Operations Controllers (OC'ers) participated. These 15 participants are divided in three groups based on the level of strategic expertise. The first group had relatively low amount of strategic expertise and the second/third group had relatively high amount of strategic expertise. The difference between the second and third group is the type of strategic experience. During the study the participant had to solve two assignments about a major disruption while thinking aloud. These think-aloud protocolls are analyzed, based on the coding scheme of Goel and Pirolli (1992) and are converted to the steps of the decission ladder made by Lintern (2009). Results and Conclusions: The participants with relatively high amount of strategic expertise used significant more sensemaking. Participants with relatively low amount of strategic expertise used significant less decision making. These two results show that differences in strategic expertise results in differences in the decision making process. Difference in the type of strategic expertise were not significant.
Item Type:Essay (Bachelor)
Faculty:BMS: Behavioural, Management and Social Sciences
Subject:77 psychology
Programme:Psychology BSc (56604)
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