Analysis of noise and bias errors in intelligence information systems

An intelligence information system (IIS) is a particular kind of information systems (IS) devoted to the analysis of intelligence relevant to national security. Professional and military intelligence analysts play a key role in this, but their judgments can be inconsistent, mainly due to noise and bias. The team-oriented aspects of the intelligence analysis process complicates the situation further. To enable analysts to achieve better judgments, the authors designed, implemented, and validated an innovative IIS for analyzing UK Military Signals Intelligence (SIGINT) data. The developed tool, the Team Information Decision Engine (TIDE), relies on an innovative preference learning method along with an aggregation procedure that permits combining scores by individual analysts into aggregated scores. This paper reports on a series of validation trials in which the performance of individual and team-oriented analysts was accessed with respect to their effectiveness and efficiency. Results show that the use of the developed tool enhanced the effectiveness and efficiency of intelligence analysis process at both individual and team levels.

Behavior‒Output Control Theory, Trust and Social Loafing in Virtual Teams

Social loafing, the act of withholding effort in teams, has been identified as an important problem in virtual teams. A lack of social control and the inability to observe or trust that others are fulfilling their commitments are often cited as major causes of social loafing in virtual teams where there is geographic dispersion and a reliance on electronic communications. Yet, more research is needed to better understand such claims. The goal of this study was to examine the impact of control and trust on social loafing in virtual teams. To accomplish this, we proposed and empirically tested a multi-level research model that explains the relationships among team controls, trust, social loafing, and team performance. We tested the model with 272 information technology employees in 39 virtual teams. Results indicate that control and trust reduce social loafing separately and also jointly.