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中国管理科学 ›› 2026, Vol. 34 ›› Issue (8): 92-103.doi: 10.16381/j.cnki.issn1003-207x.2024.1385cstr: 32146.14.j.cnki.issn1003-207x.2024.1385

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先验信念和任务知识对人机协同决策的影响研究

汪子昊1, 徐选华1,2(), 王宗润1, 钱杨杨3   

  1. 1.中南大学商学院,湖南 长沙 410083
    2.湘江实验室,湖南 长沙 410205
    3.武汉理工大学安全科学与应急管理学院,湖北 武汉 430070
  • 收稿日期:2024-08-13 修回日期:2024-12-24 出版日期:2026-08-25 发布日期:2026-07-14
  • 通讯作者: 徐选华 E-mail:xuxh@csu.edu.cn
  • 基金资助:
    国家自然科学基金重大项目(72293574);国家自然科学基金重大项目(72091515);湘江实验室重点项目(25XJ02007)

Research on the Effects of Prior Beliefs and Task Knowledge on Human-AI Collaborative Decision-Making

Zihao Wang1, Xuanhua Xu1,2(), Zhongrun Wang1, Yangyang Qian3   

  1. 1.School of Business,Central South University,Changsha 410083,China
    2.Xiangjiang Laboratory,Changsha 410205,China
    3.School of Safety Science and Emergency Management,Wuhan University of Technology,Wuhan 430070,China
  • Received:2024-08-13 Revised:2024-12-24 Online:2026-08-25 Published:2026-07-14
  • Contact: Xuanhua Xu E-mail:xuxh@csu.edu.cn

摘要:

如何在现实环境中创建高效的人机团队是人机协同决策的关键问题。本文以AI辅助的人类决策场景为研究情境,通过一项随机对照实验探究决策者的先验信念和任务知识对人机协同决策的影响。研究表明,当决策者预先持有对预测标签分布的先验偏见时,这一信念状态导致决策者出现更多的假阳性错误,从而降低人机系统的协同程度;任务知识对于消除偏见的影响有积极作用,具有更高任务知识水平的决策者能够减少由先验偏见所诱发的假阳性错误决策;但任务知识对人机协同具有双向作用,即人机系统的协同程度并不是随着决策者任务知识的增加而无限增加,而是先增后减,呈现倒U型结构,这是由于在人机交互背景下,过高的任务知识会带来假阴性错误风险。基于研究结论,本文对现实环境中人机团队的部署与管理提供了科学指导。

关键词: 人工智能, 人机协同, 先验信念, 任务知识

Abstract:

The growing integration of artificial intelligence (AI) into human workflows has given rise to a new paradigm of human–AI collaborative decision-making, in which human judgment and AI recommendations are combined to achieve superior performance. However, effective human–AI collaboration remains challenging because people often use AI advice inappropriately. Hence, understanding how to build effective human-AI teams has become a central question for both researchers and practitioners. Existing research has primarily approached this issue through the lens of trust calibration, seeking to improve collaboration by encouraging people to rely on AI systems to an appropriate degree. These approaches typically focus on subjective psychological factors, such as trust in AI, self-confidence, and perceived usefulness. While insightful, such affective factors are difficult to manage through organizational interventions, and therefore their practical value for AI deployment may be limited. Drawing on the knowledge-belief framework in cognitive science, we argue that two task-related factors—prior beliefs and task knowledge—play a fundamental role in shaping how individuals process and integrate external information, including AI advice. Unlike affective factors, these cognitive factors can be influenced through training and task design, making them particularly relevant for organizational practice. As such, the present study examines how prior beliefs and task knowledge influence human–AI collaboration. To investigate these relationships, we conducted a between-subjects experiment on academic performance prediction, in which prior bias was manipulated (biased vs. unbiased), and task knowledge was measured as a continuous variable. The results yield three main findings. First, biased prior beliefs impair human-AI collaboration. This effect arises because individuals with biased priors are more likely to make false-positive errors, causing them to incorrectly reject valid AI recommendations. Second, greater task knowledge mitigates the negative effect of prior bias. As individuals have more task knowledge, they become better able to recognize and avoid false-positive errors induced by distorted prior beliefs. Third, the relationship between task knowledge and the effectiveness of collaboration follows an inverted U-shaped pattern. Collaboration improves as task knowledge increases, but only up to a certain point. Beyond that point, additional task knowledge reduces overall team performance. This decline is driven by an increase in false-negative errors: individuals with very high levels of task knowledge become more likely to accept incorrect AI recommendations. We argue that this effect reflects overconfidence, whereby highly knowledgeable decision-makers become less vigilant in monitoring AI outputs. Based on these findings, we provide practical guidance for the design, formation, and management of human-AI teams in organizational settings.

Key words: artificial intelligence, human-machine synergy, prior beliefs, task knowledge

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