在日常生活中，人們常在知與不知的情況下，面臨許多決策問題，欲增進決策品質，便有必要探討決策過程中個人的思考過程；而瞭解專家如何運用知識，將有助於理解決策本質及問題解決。本研究目的有四：(1)探討專家與生手決策程序之異同；(2)瞭解專家與生手於決策歷程中對資訊需求情形；(3)比較專家與生手問題解決歷程內容之差異及(4)比較專家與生手問題解決特徵。
研究以原案分析法(Protocol Analysis)之放聲思考(Think-Aloud)方式進行實驗，藉由使用企業經營模擬系統(Boss Operation Simulation System)所產出之經營決策報表進行專家與生手決策歷程比較，實驗挑選18名之專家與20名生手，專家係指具有管理經驗之企業經理人；生手則為大專院校之學生。
研究結果顯示，在決策程序中，人們關注企業之「研究發展預算」；在資訊需求方面，「產業背景資訊」則是多數受試者最常參考的資訊；在問題解決歷程中，專家在進行資料分析前，會預先設定企業之產業別及產品屬性，且常就其專業背景提出建議，並提出成功案例輔助說明，生手則對資料內容進行逐項閱讀並重覆閱讀資料，以致無法發掘更多的次問題，所提出之方案評估準則亦較少；在問題解決特徵中，專家多於問卷上畫圖註記，且面對問題時，花較多時間綜觀問題面向，分析資料時則對資料內容進行評價，並提出合理解釋，而生手常不假思索地直接解題，亦缺乏質的分析，並直接就內容加以描述。

In daily life, people usually face with a lot of decision-making problems although they know or not. When individuals make decision or selection, different degrees of sense-making processes are implied. If we want to improve decision quality, it is necessary to explore decision-making process in the individual thinking process. Learning about how experts use their knowledge help understand the nature of decision-making and problem-solving. With the view of the importance of decision-making process, therefore, the purposes of this study are: (1) to explore the difference between experts and novices on decision procedure; (2) to understand the information needed between experts and novices at decision-making process; (3) to compare the contents of problem-solving process difference between experts and novices, and (4) to compare the characteristics between experts and novices on the problem-solving process.
This study uses thinking aloud protocol analysis to compare the decision-making process between experts and novices by using two companies of the operation output values of Business Operation Simulation System (BOSS) to compile the operation decision statements. 18 experts and 20 novices were selected by experimental. In this study, experts refer to the enterprise managers who have management experience; novices refer to the students who got education in colleges or masters.
The results show that, in decision-making process, people first concern the “Research and Development Budget” item in company. In the need of information, “Industrial Background Information” is the most frequent reference material item by subjects. In problem solving process, experts will bring up some questions and set product attributes before analyzing date, also make successful cases to help its view; novices read each subtitle items and repeat the reading information so that no more sub-problems could be found out, and novices propose less evaluation criteria. The characteristics of problem solving show that experts usually draw on the questionnaire. When experts face problems, they usually spend more time to overview the direction of problems. Then they evaluate the contents when analyzing the data information, and bring up reasonable explanation. Novices not only resolve problem directly and unthinkingly but also do the qualitative analysis, and describe the contents directly.

中文摘要 i
英文摘要 ii
誌　　謝 iv
目　　錄 v
表目錄 viii
圖目錄 x
一、緒論 1
1.1　研究背景與動機 1
1.2　研究目的 3
1.3　研究範圍與限制 4
1.3.1研究範圍 4
1.3.2研究限制 4
1.4　研究流程 4
二、文獻探討 6
2.1　行為決策理論 6
2.1.1心智模式 9
2.1.2決策 10
2.1.3資訊需求 15
2.1.4認知 17
2.2　問題解決歷程 20
2.3　專家與生手 23
2.3.1專家 23
2.3.2生手 25
2.3.3專家與生手之差異 26
三、研究方法 30
3.1　研究工具 30
原案分析法 30
3.2　研究設計 33
3.2.1企業經營模擬系統 33
3.2.2實驗設計 34
3.3　研究對象 35
四、研究結果 37
4.1　基本資料分析 37
4.2　決策順序 39
4.3　資訊使用情形 40
4.3.1個人特質 40
4.3.2工作環境特質 44
4.3.3職務性質 45
4.4　問題解決歷程 46
4.4.1專家與生手問題解決歷程內容分析 46
4.4.2不同認知風格受試者問題解決歷程內容分析 49
4.4.3不同背景之專家問題解決歷程內容分析 50
4.4.4專家與生手問題解決歷程步驟分析 53
4.5　專家與生手問題解決差異 55
五、結論與建議 57
5.1　研究結論 57
5.2　研究建議 60
參考文獻 62
中文文獻 62
英文文獻 65
附錄一、實驗設計問卷 72
附錄二、實驗一附件：六大報表 75
附錄三、實驗二附件：總經營成果、歷年經營決策值及銷售情報 77

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