Paper Number
2011
Paper Type
Complete Research Paper
Abstract
Filter bubbles result from recommender systems, which filter information based on a user’s behavior and preferences. However, scientific research lacks a comprehensive understanding of filter bubbles due to conflicting definitions, processes, and consequences of this phenomenon. Therefore, we addressed this issue by conducting a comprehensive literature review encompassing high-ranked information systems research, covering relevant journals and conferences. Through this process, we constructed a concept matrix delineating the causes and consequences of filter bubbles. Based on these findings, we developed a research agenda suggesting four areas for future research. The paper contributes to the literature on filter bubbles by providing conceptual clarity and insights into their causes and consequences at individual, organizational, and societal levels.
Recommended Citation
Gimnich, Moritz; Weinert, Christoph; and Weitzel, Tim, "It's a Trap!? Causes and Consequences of Filter Bubbles" (2024). ECIS 2024 Proceedings. 8.
https://aisel.aisnet.org/ecis2024/track15_social_ict/track15_social_ict/8
It's a Trap!? Causes and Consequences of Filter Bubbles
Filter bubbles result from recommender systems, which filter information based on a user’s behavior and preferences. However, scientific research lacks a comprehensive understanding of filter bubbles due to conflicting definitions, processes, and consequences of this phenomenon. Therefore, we addressed this issue by conducting a comprehensive literature review encompassing high-ranked information systems research, covering relevant journals and conferences. Through this process, we constructed a concept matrix delineating the causes and consequences of filter bubbles. Based on these findings, we developed a research agenda suggesting four areas for future research. The paper contributes to the literature on filter bubbles by providing conceptual clarity and insights into their causes and consequences at individual, organizational, and societal levels.
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