The paper “ How the Effectiveness of Decision Support Systems Depends on the Effectiveness of People” is affecting example of the literature review on management. The assertion that “ Decision Support Systems are developed to support, not replace, human decision-making” is so widely accepted among researchers and commentators that it could be considered an axiom. “ Support” , after all, is part of the name. But the support a DSS offers to a decision-maker or an organization does not pass in one direction only. Successful use of the system can improve the system itself so that with continued use it becomes increasingly more productive. This paper begins with a brief explanation of the need for decision support systems in business and an explanation of the key features and characteristics of decision support systems.
An overview of the ways in which decision support systems, management decision-makers, and organizations all affect each other follows. Specific examples of human decision-making processes are offered with evidence from the research literature. Finally, the impact of management integration with a decision support system and the ways that some of the social and organizational variables can be managed is discussed.
From all this, it will be clearly seen that a DSS cannot be a replacement for the decision-making process, but is an effective supporting tool to be used in decision-making. The Need for Decision Support SystemsAs a business grows in size and complexity, the information available to and needed by executives and managers increases in a similar fashion. Every aspect of the business’ s activities is in some respect variable and interconnected. Information is an asset, and since the smart objective for any business is to use its assets productively information must be used as productively as well, and in order to manage the complexity of the available data, a decision support system is often required.
(Wild & Griggs, 2008: 493)Iandoli, Klein, and Zollo (2009: 70) point out that the rapid growth of “ online peer production communities” like Linux and Wikipedia demonstrate new, remarkable capabilities for gathering and sharing information. There are, however, a number of characteristics of group deliberation that prevent the information from being used effectively to solve problems.
Birchall, D.W., and Giambona, G. (2008) “The impact of ICT on the work patterns of managers and their organisations”. EuroMed Journal of Business, 3(3): 244-262. [Internet] Emerald: www.emeraldinsight.com/10.1108/14502190810906428.
Cassie, C. (1997) “Marketing decision support systems”. Industrial Management & Data Systems, 97(8): 293-296. [Internet] Emerald: www.emeraldinsight.com/10.1108/02635579710195000.
Hedelin, L., and Allwood, C.M. (2002) “IT and strategic decision making”. Industrial Management & Data Systems, 102(3): 125-139. [Internet] Emerald: www.emeraldinsight.com/10.1108/02635570210421318.
Holsapple, C.W., and Whinston, A.B. (1996) Decision Support Systems: A Knowledge Based Approach, 10th ed. Los Angeles: West Group.
Iandoli, L., Klein, M., and Zollo, G. (2009) “Enabling On-Line Deliberation and Collective Decision-Making through Large-Scale Argumentation: A New Approach to the Design of an Internet-Based Mass Collaboration Platform”. International Journal of Decision Support System Technology, 1(1): 69-92.
Kayande, U., de Bruyn, A., Lilien, G., Rangaswamy, A., and Van Bruggen, G. (2006) “How Feedback Can Improve Managerial Evaluations of Model-based Marketing Decision Support Systems”. Erasmus Research Institute of Management Report Series ERS-2006-039-MKT, July 2006. [Internet] http://ideas.repec.org/p/dgr/eureri/30008841.html.
Loukis, E., Pazalos, K., and Georgiou, St. (2009) “An empirical investigation of the moderating effects of BPR and TQM on ICT business value”. Journal of Enterprise Information Management, 22(5): 564-586. [Internet] Emerald: www.emeraldinsight.com/10.1108/17410390910993545.
Love, P., Edwards, D.J., Standing, C., and Irani, Z. (2009) “Beyond the Red Queen syndrome: CRM technology and building material suppliers”. Engineering, Construction and Architectural Management, 16(5): 459-474. [Internet] Emerald: www.emeraldinsight.com/10.1108/09699980910988366.
Mohamed, M., Stankosky, M., and Mohamed, M. (2009) “An empirical assessment of knowledge management criticality for sustainable development”. Journal of Knowledge Management, 13(5): 271-286. [Internet] Emerald: www.emeraldinsight.com/10.1108/13673270910988105.
Rollier, Bruce, and Turner, Jon A. (1992) “Creativity in Strategic Planning: The Influence of Temporal Perspective”. NYU Information Systems Working Paper no. IS-92-04, January 1992. [Internet] SSRN: http://papers.ssrn.com/sol3/Papers.cfm?abstract_id=1288482.
Van Bruggen, Gerrit H., Smidts, Ale, and Wierenga, Berend. (2001) “The Powerful Triangle of Marketing Data, Managerial Judgment, and Marketing Management Support Systems”. European Journal of Marketing, 35(7/8): 796-816. [Internet] Emerald: http://www.emeraldinsight.com/10.1108/EUM0000000005726.
Wild, R., and Griggs, K. (2008) “A model of information technology opportunities for facilitating the practice of knowledge management”. VINE: The journal of information and knowledge management systems, 38(4): 490-506. [Internet] Emerald: www.emeraldinsight.com/10.1108/03055720810917732.