Abstract
Individuals typically describe information overload as the situation of receiving too much information. Organizational scholars define overload as a state induced when the amount of input to a system exceeds its processing capacity or when information processing capabilities and the information loads encountered are mismatched. Perception plays a key role in overload as in this definition: overload is the "perceived inability to maintain a one to one relationship between input and output within a realizable future with an existing repertoire of practices and desires". Prevailing treatments of overload posit that when a system (individual or organization) is no longer able to process information and becomes overloaded, primary and secondary symptoms are manifested.
| Original language | English (US) |
|---|---|
| Title of host publication | The Oxford Handbook of Organizational Decision Making |
| Publisher | Oxford University Press |
| ISBN (Electronic) | 9780191577338 |
| ISBN (Print) | 9780199290468 |
| DOIs | |
| State | Published - Sep 2 2009 |
| Externally published | Yes |
Keywords
- Information loads
- Information overload
- Information processing capabilities
- Inputs
- One to one relationship
- Processing capacity
ASJC Scopus subject areas
- General Business, Management and Accounting
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