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The Effects of Quantification on Persuasion in Unfamiliar Contexts: The Case of IT Controls
Tina M Loraas,
Auburn University
ABSTRACT. Previous studies suggest that quantitative arguments are more persuasive than qualitative arguments (Porter 1995; Birdsell 1998; Kadous et al. 2004). However, these studies have been confined to contexts where the decision maker is familiar with the problem set. There are numerous contexts where decision makers are faced with potentially viable projects or arguments, such as Management Discussion and Analysis portions of the financial statements, budget proposals to increase spending in information technology, internal audit or even purchasing an external audit for the first time. I propose and find that in settings where the decision maker is less familiar with the problem set that qualitative arguments are more persuasive than quantitative arguments due to the method in which decision makers process the information presented to them.
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