Information Overload Revisited

Kathleen M. Sutcliffe, Karl E. Weick

Research output: Chapter in Book/Report/Conference proceedingChapter

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 languageEnglish (US)
Title of host publicationThe Oxford Handbook of Organizational Decision Making
PublisherOxford University Press
ISBN (Electronic)9780191577338
ISBN (Print)9780199290468
DOIs
StatePublished - Sep 2 2009
Externally publishedYes

Keywords

  • Information loads
  • Information overload
  • Information processing capabilities
  • Inputs
  • One to one relationship
  • Processing capacity

ASJC Scopus subject areas

  • Business, Management and Accounting(all)

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  • Cite this

    Sutcliffe, K. M., & Weick, K. E. (2009). Information Overload Revisited. In The Oxford Handbook of Organizational Decision Making Oxford University Press. https://doi.org/10.1093/oxfordhb/9780199290468.003.0003