?Gregor, S. Benbasat, I.1999]Explanations from intelligent systems: Theoretical foundations and implications for practice497 MIS Quarterly234Explanation uses, explanations, intelligent systems, knowledge-based systems, expert systems, intelligent agents, decision support systems, cognitive effort, cognitive learningDecember, 19995'available on Expanded Academic database188?9Dennis, A.R. Aronson, J.E. Heninger, W.G. Walker II, E.D.19995Structuring time and task in electronic brainstorming95 MIS Quarterly231 March 1999A group support system (GSS) may be employed to help in group brainstorming. An experiment was conducted to manipulate task structure and time structure in electronic brainstorming. Groups electronically brainstormed either on intact tasks or on partitioned tasks. Results showed that the groups in the partitioned task treatment produced 40% more ideas but there were no time effects. These differences can be explained by the ability of the partitioned task to refocus members' attention more evenly across the entire solution space.2635?Zigurs, I. Buckland, B.K.1998GA theory of task/technology fit and group support systems effectiveness313 MIS Quarterly223September 1998A theory of task/technology fit in group support systems (GSS) is proposed. Task/technology fit is the ideal structure of task/technology alignment and arguments are advanced for determining GSS effectiveness. The theory is based on a clear description of the task involved which is an important requirement in GSS environments. The technology to be used is based on key specifications from previous work and is linked to task demands. The concept of fit is also accurately defined and is associated with the group performance.257n?Vandenbosch, B. Huff, S.L.1997\Searching and scanning: How executives obtain information from executive information systems81 MIS Quarterly211}Executive information systems, information search behaviour, information scanning, focused information search, IS performance March 1997)Research on executive information systems (EIS) was conducted to investigate the antecedents of two different modes of EIS use. Furthermore, the research aims to examine the EIS modes' implications for performance changes. A survey conducted among executives revealed that operations and assumptions are made more efficient when EIS is used for specific purposes or to answer questions for well-defined problems. The results can also be used to help executives and organizations to evaluate the effectiveness of the system on organizational performance.36?7Nidumolu, S.R. Goodman, S.E. Vogel, D.R. Danowitz, A.K.1996[Information technology for local administration support: The Governorates Project in Egypt197 MIS Quarterly202 June 1996-Egypt's Governorates Project is discussed to negate the existing concept on information technology application in developing countries' local government. The project was launched in 1987 by the Information and Decision Support Center of the Egyptian Cabinet. Its purpose is to put up the same center in the country's 27 governorates. The success of the project is attributed to leadership and relevant training. Project implementation is also facilitated by the attitude of the parties concerned, which is primarily influenced by the project administrators.784? Alavi, M.1994EComputer-mediated collaborative learning: an empirical investigation.159 MIS Quarterly182 June 1994tTechnological innovations in computer hardware, software and communication technologies have substantially expanded the possibilities for the educational application of these materials. The effectiveness of a group decision support system (GDSS) in the collaborative learning process is investigated. The results show that GDSS leads to higher levels of skill development.2142?)Dennis, A.R. Wixom, B.H. Vandenberg, R.J.2001VUnderstanding fit and appropriation effects in group support systems via meta-analysis167 MIS Quarterly252group support systems, GSS, group-ware, meta-analysis, task technology fit, appropriation, adoption, structuration, contingency theory, collaboration June 2001221Cardennis@indiana.edu, bwixom@mindspring.com, rvandenb@terry.uga.edu?3Cooper, B.L. Watson, H.J. Wixom, B.H. Goodhue, D.L.2000JData warehousing supports corporate strategy at first American corporation547 MIS Quarterly244tData warehousing, corporate strategy, organizational transformation, customer relationship management, IS management December 200047[brian.cooper@fanb.com, hwatson@terry.uga.edu, bwixom@mindspring.com, dgoodhue@terry.uga.edu%? Wixom, B.H. Watson, H.J.2001LAn empirical investigation of the factors affecting data warehousing success17 MIS Quarterly251CData warehousing, success, IS implementation, Partial Least Squares March 200149,bwixom@mindspring.com, hwatson@terry.uga.edu/? Todd, P. Benbasat, I.1992vThe use of information in decision making: An experimental investigation of the impact of computer-based decision aids373 MIS Quarterly163ODecision support systems, information processing, cognitive cost-benefit theorySeptember 19921207? Alavi, M. Joachimsthaler, E.A.1992iRevisiting DSS implementation research: A meta-analysis of the literature and suggestions for researchers95 MIS Quarterly161(Decision support systems, implementation March 1992110? Belcher, L.W. Watson, H.J.1993#Assessing the value of Conoco's EIS239 MIS Quarterly173bExecutive information systems, executive support systems, system evaluation, cost benefit analysisSeptember 1993335? Finlay, P.N. Forghani, M.1998@A classification of success factors for decision support systems53(Journal of Strategic Information Systems71NDecision support systems, project selection, IS development, IS implementation March 1998Whilst considerable experience in the design and development of decision support systems (DSS) has been accumulated, the expected benefits from these systems are often not realized. To help correct this deficiency the knowledge about the factors for success in consultant-led DSS development has been structured within a classification that has been motivated by three major considerations: the needed alignment between the DSS and the business requirements; the wide range of actors who play a role, both in the development of the DSS and in its continued use; and the two phases to DSS development whereby an appropriate environment for development is ensured and the commitment of the major actors is maintained as the required DSS is evolved. Field research was carried out to develop and validate the classification. The implementation of 39 DSS was reviewed in 27 organizations that together were using 22 DSS generators. 131 factors were verified in the field research as impacting on the successful implementation of DSS. A second field research investigated the importance of these factors in one specific situation, and demonstrated the use of the classification in providing guidance to practitioners operating in similar contexts.1151F? Fowler, A.2000[The role of AI-based technology in support of the knowledge management value activity cycle(Journal of Strategic Information Systems9>Artificial intelligence, Knowledge management, Neural networks The paper evaluates the phenomenon of knowledge management (KM) and its relationship to the artificial intelligence (AI) technologies of knowledge-based systems, case-based reasoning and neural networks. A knowledge value-chain (KVC) concept is established and developed into a closed loop knowledge activity cycle. This is then linked to Nonaka's knowledge spiral and related concepts. Using this framework, applied within the context of the core business processes underpinning a contemporary `knowledge company' that is operating at the forefront of computer networking technology, the potential application of AI is investigated. The study thereby illustrates both the potential and the limitations of AI technologies in terms of their capability to support the KM process.6192?(Ishman, M.D. Pegels, C.C. Sanders, L.G.2001xManagerial information system success factors within the cultural context of North America and a former Soviet Republic.291(Journal of Strategic Information Systems104QManagerial information system, Success factors, Managerial issues, Cross-cultural December 2001xDue to the magnitude of organizational resource requirements for the development of managerial information systems, both practitioners and researchers have attempted to identify those factors that impact on information system success. This paper presents a cross-cultural analysis of a hybrid model of information systems success within the cultural context of North America and a former Soviet Republic, Latvia. The results of the analysis indicate that some of the factors that impact on managerial information system success have built-in value biases reflecting the value orientations of the culture in which they are developed.7219$F?OShim, J.P. Warkentin, M. Courtney, J.F. Power, D.J. Sharda, R. Carlsson, C.20028Past, present, and future of decision support technologyDecision Support SystemsDecision support technology, DSS development, Collaborative support systems, Virtual teams, Optimization-based decision support January 2002nSince the early 1970s, decision support systems (DSS) technology and applications have evolved significantly. Many technological and organizational developments have exerted an impact on this evolution. DSS once utilized more limited database, modeling, and user interface functionality, but technological innovations have enabled far more powerful DSS functionality. DSS once supported individual decision-makers, but later DSS technologies were applied to workgroups or teams, especially virtual teams. The advent of the Web has enabled inter-organizational decision support systems, and has given rise to numerous new applications of existing technology as well as many new decision support technologies themselves. It seems likely that mobile tools, mobile e-services, and wireless Internet protocols will mark the next major set of developments in DSS. This paper discusses the evolution of DSS technologies and issues related to DSS definition, application, and impact. It then presents four powerful decision support tools, including data warehouses, OLAP, data mining, and Web-based DSS. Issues in the field of collaborative support systems and virtual teams are presented. This paper also describes the state of the art of optimization-based decision support and active decision support for the next millennium. Finally, some implications for the future of the field are discussed.7]In Press, Uncorrected Proof, availabe online from January 2002 (via Science Direct database).1r?Forgionne, G.A.1999!An AHP model of DSS effectiveness95'European Journal of Information Systems8Empirical studies have reported equivocal, or even dysfunctional, results from the use of decision support systems (DSS). Recent examples are the Davis, Kottemann, and Remus production planning experiments. According to the researchers, these experiments demonstrate that Dsss what-if analysis creates an 'illusion of control' that causes users to overestimate its effectiveness. Such experimental findings are contrary to case-supported DSS theory. This paper examines the discrepancy.1176?Watson, H.J. Frolick, M.N.1993/Determining information requirements for an EIS255 MIS Quarterly173`Executive information systems, executive support systems, information requirements determinationSeptember 1993Executive information systems (EISs) are challenging applications to develop, and many organisations are unsuccessful in their efforts. A major problem is determining the information requirements for the system...346M?,Dickson, G.W. Partridge, J.L. Robinson, L.H.1993;Exploring modes of facilitative support for GDSS technology173 MIS Quarterly172bDecision support, electronic meetings, group support systems, group consensus, group facilitation. June 19931The use of group decision support systems (GDSS) is rapidly growing. One key factor in the effectiveness of these systems may be the manner in which users are supported in their use of this technology. This paper explores two types of GDSS facilitative support: chauffer-driven and facilitator driven...2636?Sengupta, K. Te'eni, D.1993>Cognitive feedback in GDSS: Improving control and convergence87 MIS Quarterly171[Group decision making, group decision support systems, group processes, cognitive feedback. March 1993Cognitive feedback in group decision making is information that provides decision makers with a better understanding of their own decision processes and that of the other group members. It appears to be an effective aid in group decision making...2106x?8Tyran, C.K. Dennis, A.R. Vogel, D.R. Nunamaker Jr, J.F.1992HThe application of electronic technology to support strategic management313 MIS Quarterly163Electronic meeting systems, decision support, group decision support, group support systems, strategic decision making, strategic management.September 1992Strategic management is often performed by groups of managers. By improving the communications process of such groups, strategic management might be enhanced. This paper investigates the application of electronic meeting systems technology to support strategic management...2132u?)Watson, H.J, Rainer, Jr, R.K. Koh, C.E.1991\Executive information systems: A framework for development and a survey of current practices13 MIS Quarterly151`Executive information systems, executive support systems, decision support, systems development. March 1991>Executive information systems (EIS) are now successfully providing computer support for senior executives in a growing number of organisations. Previous attempts to support senior executives are discussed with a focus on why these attempts failed and what was learnied that should be incorporated in future efforts...347?3Turoff, M. Hiltz, S.R. Bahgat, A.N.F. Rana, A.R.1993!Distributed group support systems399 MIS Quarterly174\Group decision support systems, computer-mediated communications, computerized conferencing. December 1993Distributed group support systems are likely to be widely used in the future as a means for dispersed groups of people to work together through computer networks. They combine the characteristics of computer-mediated communications systems with the specialized tools and processes developed in the context of group decision support systems, to provide communications, a group memory, and tools and sturcures to coordinate the group process and analyze data.2131?Huang, W. Wei, K.K.1997YTask as a moderator for the effects of group support systems on group influence processes208'European Journal of Information Systems61997This research studied the interacting effects of group support systems (GSS) and task type on small groups. It focused on group influence processes rather than group outcomes, which has been largely neglected in GSS research literature. The results of this research indicated that GSS significantly affected group influence processes: GSS reduced the dominance significance (i.e., the influence dominance) among group members; and it increased the amount of influence behaviour and resulted in a less even influence distribution in intellective task groups, but not in decision-making task groups. Therefore, the findings suggest that task type may play an important role in moderating the GSS effects. An importnat implication of the findings is that organisational GSS users should be careful when they adopt and use GSS to support a variety of tasks. They should carefully examine the characteristics of the various tasks to be performed, and then choose suitable GSS structures to support these tasks.2647u?Sena, J.A. Olson, D.H.1996ADecision support for the administrative man: A prototype DSS case10'European Journal of Information Systems51996In this paper we focus on the practical and conceptual desige factors and implementation features of a prototype decision support system for a typical 'administrative man'. We discuss the parameters and designe principles that we found significant for the creation, inlcusion and visualisation of mental models to aid the change management process for a particular manager. In related research we formulated a prescriptive model for this manager. Using this formulation we created a design for the change management subset of the decision maker's environment. Our goal is to provide a frameworkd that supports decision situations where complexity and vagueness constrain the decision making process.186?Nandhakumar, J.1996ZDesign for success?: Critical success factors in executive information systems development62'European Journal of Information Systems51996Much of the literature on executive information systems (EIS) development provides lists of factors critical to the successful EIS development. This gives only limited insights into the relationship between the success factors and the development process. By drawing on an in-depth study of EIS development in a large manufacturing company, this paper seeks to provide a theoretically-based explanation of the process by which the relationship between key success factors and the EIS development operated. (continued)385?Vetschera, R. Walterscheid, H.1996@The evaluation of managerial support systems in German companies182'European Journal of Information Systems51996The development and evaluation processes of managerial support systems were studiede in a survey of German companies. This paper concentrates on influences between variables within the evaluation process and external factors. (continued)7137?*Tan, B.C.Y. Wei, K-K. Lee-Partridge, J-E.1999`Effects of facilitation and leadership on meeting outcomes in a group support system environment233'European Journal of Information Systems81999This study investigates the effects of facilitation and leadership on outcomes of meetings involving group support systems (GSS). It extends existing GSS literature by examining the critical roles of facilitation and leadership simulataneously within a single study. (continued)2124n?Kock, N.2001XAsynchronous and distributed process improvement: The role of collaborative technologies87Information Systems Journal112Action research, asynchronous group support systems, e-mail conferencing, process improvement, quality improvement, re-engineering April 2001+The recent proliferation of low-cost computer networks has driven the development of a new type of organization, in which geographical and time constraints to collaboration among process teams have been gradually removed. As these organizations have to cope with a fast pace of change, they rely increasingly on distributed and asynchronous process improvement (PI) groups to redesign their processes. Yet little is known about the effects of asynchronous group support systems (GSSs) on PI groups. We investigate the effects of asynchronous GSSs on PI groups through a two-stage action research study of 38 such groups in three organizations, one in Brazil and two in New Zealand, over 4 years and 4 months. Different PI groups voluntarily conducted all, part or none of their communication through an e-mail conferencing (EC) tool. The research suggests that EC support causes a decrease in the organizational costs associated with PI groups, which, combined with an increase in the number of possible simultaneous PI groups, generates an increase in overall organizational PI efficiency. The research also suggests a neutral overall effect of EC support on PI group outcome quality. Two explanatory causal models summarizing these effects are developed, and implications for research and industry practice are discussed.2158n? Davison, R. Vogel, D.2000>Group support systems in Hong Kong: An action research project3Information Systems Journal101YAction research, group support systems, motivation, participation, process interventions. January 2000aThe last dozen years have seen a considerable investment of resources into the research and development of group support systems (GSS) technology. This paper describes how GSS was used to support a process improvement project in a Hong Kong accounting firm. Although the project encountered many difficulties, the application of action research facilitated the adaptation of the GSS to the shifting circumstances, and the project was successfully completed. A variety of lessons concerning the use of GSS are presented, while increased use of action research in complex organizational contexts is recommended.224?%#Edwards, J.S. Duan, Y. Robins, P.C.2000eAn analysis of expert systems for business decision making at different levels and in different roles36'European Journal of Information Systems91 March 2000This paper begins by analysing decision making activities and information requirements at three organizational levels and the characteristics of expert systems (ESs) intended for the two different roles of supporting and replacing a decision maker. (continued)523?&Kivijarvi, H. Zmud, R.W.1992MDSS implementation activities, problem domain characteristics and DSS success159'European Journal of Information Systems23 July 1993This study examines the main and joint effects of DSS implementation activities (design, development, maintenance/use) and selected atrributes (subjectivity, complexity, cricitcality) of the problem domain for which a DSS is being implemented. (continued)1157a?''Jones, J.W. Saunders, C. McLeod Jr, R.1993SMedia usage and velocity in executive information acquisition: An exploratory study260'European Journal of Information Systems24 October 1993{This paper reports on a field study that addresses three important dimensions of information use in decision making: (1) how combinations of information source and medium change over time as executive decision making processes unfold; (2) how the rate of information acquisition affects media selection; and (3) how media usage patterns feed into and out of meetings. (continued)7161?( Lewis, P.J.1991The decision making basis for information systems: The contribution of Vickers' concept of appreciation to a soft systems perspective33'European Journal of Information Systems11 January 1991This paper considers the models of decision making which are used whithin the field of information systems. It argues that although decision making is of great relevance to the study of information systems insufficient attention has been given to the models by which IS professionals understand the process. Hard systems thinking has made a great contibution to IS in providing rational models of decision making, the work of H. A. Simon having been particularly influential; but the simplistic way in which such work is presented in IS texts ignores the role of social and political factors in decision making and imposes constraints in the complex social situations in which real world decision making occurs. (continued)765'?)Cottrell, N. Rapley, K.1991SFactors critical to the success of executive information systems in British Airways65'European Journal of Information Systems11 January 1991SPrevious researchers in the USA and UK have identified the critical success factors involved in implementing executive information systems (EIS). British Airways, which has had a successful EIS for over seven years, has just launched a second generation version. Experience of developing and using the system reinforces some of the earlier findings whilst contradicting others. In particular EIS folklore suggests a weak role for IS staff, whereas the EIS in British Airways has been successfully pioneered by IS staff who have been responsible for developing, implementing and supporting it.336m?*Tan, B.C.Y. Wei, K-K.1995aNational culture and group support systems: Filtering communication to dampen power differentials82'European Journal of Information Systems4The body of group support sytems (GSS) knowledge, which has been accumulated mainly in North America, may not be useful in other countries because theories grounded on one culutre need not necessarily apply in other cultures. To understand better how GSS technology can be successfully applied in a variety of cultures, researchers need to compare GSS effects systematically across different cultures. (continued)2125?+Santhanam, R. Guimaraes, T.1995*Assessing the quality of institutional DSS159'European Journal of Information Systems4UEffectively assessing decision support systems (DSS) quality has long been a difficult challenge to developers and users. Despite the difficulty, the need to justify substantial investments in DSS projects motivates academics and practitioners alike to attempt continuously to improve quality assessment procedures and methods. (continued)1105?, Forte, P.1994NData rich, information poor: Data, information and decision support in the NHS148'European Journal of Information Systems32The need for data and information to meet helath service management objectives has been put into sharp focus as the requirements driven by the 1991 NHS reforms take effect, but this means more than simply gathering appropriate data. There is a shortage of management analytical skills for training and development. Decision support systems can help to overcome that skills gap by assiting in the interpretation of data and providing support for more proactive management. (continued)1196~?-Udo, G.J. Guimaraes, T.19945Empirically assessing factors related to DSS benefits218'European Journal of Information Systems33This paper reports the results of a field study surveying 201 business managers to test the relationship between decision support systems (DSS) benefits and a list of factors expected to affect them. (continued)1133?. Robinson, M.1994;Computer support for meetings: Formalism for local control?259'European Journal of Information Systems34tThis paper considers experience of computer supported meeting environments and decision support systems. (continued)262?/Vandenbosch, B. Higgins, C.1996qInformation acquisisiton and mental models: An investigation into the relationship between behaviour and learning198Information Systems Research72CMental models, learning, focused search, executive support systems. June 1996A cognitive learning perspective is used to develop and test a model of the relationship between information acquisistion and learning in the executive support systems (ESS) context. The model proposes two types of learning: mental models maintenance in which new information fits into exisitng mental models and confirms them; and mental model building in which mental models are changed to accommodate new information. It also proposes that information acquisition objectives determine the type of learning that is possible. When ESS are used to answer specific questions or solve well-defined problems, they help to fine-tune operations and verify assumptions - in other words, they help to maintain current mental models. (continued)3135[?0 Kasper, G.M.1996?A theory of decision support system design for user calibration215Information Systems Research72pDecision support systems, design theory, information systems design, decision confidence calibration, judgement. June 1996?A theory is proposed for designing decision support systems (DSS) so that the confidence a decision maker has in a decision made using the aid equals the quality of that decision. The DSS design theory for user calibration prescribes properties of a DSS needed for users to achieve a perfect calibration. Relevant calibration, decision making, and DSS literatures are synthesized; and rleated behavioural theories are borrowed to identify the properties of expressiveness, visibility, and inquirability as requisite components of the DSS design theory for user calibration.7152?1Roy, M.C. Lerch, F.J.1996COvercoming ineffective mental representations in base-rate problems233Information Systems Research72QBase-rate fallacy, representational aid, mental representation, decision support. June 1996Many biases have been observed in probabilistic reasoning, hindering the ability to follow normative rules in decision-making contexts involving uncertainty. One systematic error people make is to neglect base rates in situations where prior beliefs in a hypothesis should be taken into account when new evidence is obtained. Incomplete explanations for the phenomenon have impeded the development of effective debisising procudeure or tools to support decision making in this area. (continued)1102?2Sharda, R. Steiger, D.M.1996VInductive model analysis systems: Enhancing model analysis in decision support systems328Information Systems Research73aDecision support systems, model management, cognitive science, inductive model analysis, insight.September 1996`After building and validating a decision support model, the decision maker frequently solves (often many times) different instances of the model. That is, by changing various input parameters and rerunning different model instances, the decision maker develops insight(s) into the workings and tradeoffs of the complex system represented by the model.1121?3Sinha, A.P. May, J.H.19963Providing design assistance: A case-based approach363Information Systems Research73mCase-based reasoning, constraint posting, decision support, design assistance, multicriteria decision making.September 1996This paper presents an integrated and comprehensive framework for decision support. A model integrating case-based reasoning with constraint posting and multicriteria decision making is proposed for providing effective and efficient assistance in solving routine design problems. The model is developed based on an analysis of the knowledge acquired from experts in engineering design, and is subsequently operationalized as a computer-based design assistant called IDEA. (continued)11205?4Wheeler, B.C. Valacich, J.S.1996Facilitation, GSS, and training as sources of process restrictiveness and guidance for structured group decision making: An empirical assessment429Information Systems Research74kGroup decision support systems, group decision making, facilitation, structuration theory, restrictiveness. December 1996Structured decision techniques have been a mainstay of prescriptive decision theory for decades. Group Support Systems (GSSs) automate many of the features found in decision techniques, yet groups often choose to ignore both the technique and the technology in favor of more familiar decision processes. This research empirically tests propositions and hypotheses for a specific instantiation of Adaptive Structuration Theory. (continued)251?54Dennis, A.R. Valacich, J.S. Connolly, T. Wynne, B.E.1996/Process structuring in electronic brainstorming268Information systems Research72OGroup support systems, GSS, electronic brainstorming, decomposition, structure. June 1996 One aspect of brainstorming that has recieved little research attention is how the brainstorming problem should be presented to the group, whether as one all-encompassing question or as a series of separate questions each focusing on one aspect of the problem. This paper reports the results of two experiments in which subjects (MBAs in the first, senior executives in the second) electronically brainstormed on intact problems (where three subcategories of the problem were sequentially posed to the groups.) (continued)2700_?6Todd, P. Benbasat, I.1999TEvaluating the impact of DSS, cognitive effort, and incentives on strategy selection356Information Systems Research104TDecision support systems, cognitive effort, financial incentives, decision strategy. December 1999;Decision support system (DSS) researchers have long debated whether or not the provision of a DSS would lead to greater decision-making effectiveness, efficiency, or both. The work described in this paper examines how DSS designers can guide users towards employing more normative decision strategies. (continued)1218?7,Griffith, T.L. Fuller, M.A. Northcraft, G.B.1998OFacilitator influence in group support systems: Intended and unintended effects20Information Systems Research91uFacilitation, group support systems, electronic meeting systems, groups, power organisations, sociotechnical systems. March 1998>This paper addresses facilitation, a developing area of Group Support Systems (GSS) research. The facilitator role is one of improving a group's communication and information flow; facililators are meant to enhance the manner in which a group makes decisions without making those decisions for the group. (continued)2639?8Limayem, M. DeSanctis, G.2000IProviding decisional guidance for multicriteria decision making in groups386Information Systems Research114mDecision support, group decision support, multicriteria decision making, user interface, intelligent systems. December 2000Intelligent user interfaces, particularly in interactive group settings, can be based on system explanations that guide model building, application, and interpretation. Here we extend Silver's (1990,1991) conceptualization of decisional guidance and the theory of breakpoints in group interaction to operationalize feedback and feedforward for a complex multicriteria modeling system operating within a group decision support system context. (continued)259A?9Todd, P. Benbasat, I.1991iAn experimental investigation of the impact of computer based decision aids on decision making strategies87Information Systems Research22LDecision support systems, decision processes, cognitive cost-benefit theory. June 1991Although Decision Support Systems (DSSs) have been in use since the early seventies, there is as yet no strong theoretical base for predicting how a DSS will influence decision making. Furthermore, the findings of various empirical studies on the outcomes of DSS use are often contradictory. Consequently, there is a need in the Decision Support Systems field for theories or explanatory models to formulate hypotheses, to conduct research in a a directed, parsimonious manner and to interpret findings in a coherent way. (continued)15tF?:(Watson, H.J. Goodhue, D.L. Wixom, B.H.2001TThe benefits of data warehousing: Why some organizations realize exceptional payoffsInformation & Management:Data warehousing, benefits, organisational transformation.May 2001NData warehousing is one of the key developments in the information systems (IS) field. While its benefits are plentiful, some organizations are receiving more significant returns than others. The types of returns can vary in the impact they have on the organization and the ease in which they can be quantified and measured. This article presents a framework that shows ho data warehouses can transform an organization; it also offers a compelling explanation for why differences in impact exist. Case studies of data warehousing initiatives at a large manufacturing company (LMC), the internal revenue service, and a financial services company (FSC) are presented and discussed within the context of the framework. The analysis shows that the benefits that each company received can be tied to the way in whixh it conforms to the framework.4 Uncorected proof, available from45?;Kock, N, McQueen, R.1997[A field study of the effects of asychronous groupware support on process improvement groups245!Journal of Information Technology12Process improvement (PI) groups have been among the main change instruments of widely adopted and publicised organisational development approaches such as total qulaity management and business process re-engineering. Asynchronous groupware tools, such as electronic messaging systems, have found widespread use in organisations yet very little field research exists on how PI groups are affected by such tools. We try to fill this gap with a field study of the effects of asynchronous groupware support on seven PI groups in two New Zealand organisations. Our study indicates that, while not having perceived as increasing process adoption, hierarachy suppression, departmental heterogeneity and contribution length and decreasing discussion duration, cost and interaction in PI groups. We argue that, b ased on these findings, the use of asychronous groupware tools is likely to be beneficial in PI projects, particularly where a large number of PI groups proposing incremental process changes is conducted.2159?<Bussen, W. Myers, M.D.1997>Executive information system failure: a New Zealand case study145!Journal of Information Technology12It is well known that executive information systems (EIS) are high risk systems to implement and maintain. Factor research is the most commonly used framework for studying the causes of EIS failure yet there is no conclusive evidence that the factors suggested in the information systems (IS) research literature ensure system success. This paper reports on a case study of a failed EIS in a large New Zealand organization and compares this case with the success factors found in the research lieterature. One of the findings is that the broader issues surrounding the failure were more significant than the more narrowly focused factors suggested by the factor research approach. These broader issues include the social, cultural, political and economic context of the system as a whole. Another finding was that many of these broader contextual issues were not directly controllable by the EIS project team. This paper will have implications for all those who have to develop or are involved with the development of EIS.337?=Finnegan, P. O'Mahony, L.1996hGroup problem solving and decision making: an investigation of the process and the supporting technology211!Journal of Information Technology11 A major problem facing the development of technological support for groups is that many studies investigate group technology in isolation from an analysis of group activity, or focus only on discrete aspects of the process. This paper presents the findings of a study that investigated the nature and extent of group decision making and the use of group supporting technology in Irish organisations. The paper presents a model of group decision making and examines group processes and activities as well as the use of technology at each stage. The findings indicate that group decision making is a widespread phenomenon, which was found to be far more complicated than individual decision making. However, groups were found to need a great deal of control and cooordination to enable members to collaborate effectively. Nevertheless, group decision making was found to receive little technological support. The available technology provided only low level support which mainly focused on supporting the asychronous work of groups.2623?>Nandhakumar, J.1996QExecutive information system development: A case study of a manufacturing company199!Journal of Information Technology11Despite the widespread adoption of Excecutive Information Systems (EIS) and their increasing importance in organizations, the process of their development is not well understood. The mainstream EIS literature tends to report success stories of EIS in the organisations studied and attribute this to a pre-planned rational process of origin and design of EIS. In this paper, a case study of the EIS development process in a manufacturing company is used to critique this rational view and to illustrate the applicability of an alternative perspective based on an organisational behavioural model. This paper suggests that greater recognition of the social nature of the process of IS development is necessary to understand how systems projects may be better managed.38??Ho, S. Pike, R.1996TComputer decision support for capital budgeting: some empirical findings of practice119!Journal of Information Technology11While recent surveys suggest that capital budgeting systems in business organisations continue to become more formalized and sophisticated, a constraint on the use of sophisticated captial budgeting techniques seems to be the degree of support provided by firms' capital budgeting information systems (CABIS). This paper, based on a survey of 146 large firms, outlines the current status of CABIS and their usage pattern. It was found that although two-thirds of sample firms have specific computer application systems for capital budgeting, most CABIS arfe relatively unsophisticated and less than adequate in providing the information and decision support capabilities required to use sophisticated capital budgeting techniques effectively. (continued)1172?@Nah, F. Mao. J. Benbasat, I.1999cThe effectiveness of expert support technology for decision making: Individuals versus small groups137!Journal of Information Technology14Expert support systems (ESSs) are increasingly used in organisations to support individuals and groups in decision making. Although ESSs have been shown to enhance the decision making capabilities of individuals, their benefits in supporting group decision making are less clear. To the best of our knowledge, no empirical research has evaluated the effectiveness of the technology in the group setting or compared its usefulness for supporting individual versus group decision making. The results of this research sho that ESSs benefit decision making of both individuals and groups and novices are able to gain more from ESSs than experts. The findings also suggest that groups outperform individuals in both with and without ESS support settings.278.?A!Tarantilis, C.D. Kiranoudis, C.T.2002OUsing a spatial decision support system for solving the vehicle routing problem359Information & Management395rGeographical information systems, spatial decision support systems, vehicle routing problem, logistics management. March 2002Recent technological advances in Operational Research and Information Technology have enabled the development of high quality spatial decision support systems (SDSS). They constitute a new scientific area of information systems applications developed to support semi-structured or unstructured decisions, paying much attention to the spatial dimension of data to be analyzed, such as the location and shape of, and relationships among, geographic features. This paper presents a SDSS to coordinate and disseminate tasks and related information for solving the vehicle routing problem (VRP) using a metaheuristic method termed: backtracking adaptive threshold accepting (BATA). Its architecture involves an integrated framework of geographical information system (GIS) and a relational database management system (RDBMS) equipped with interactive communication capabilities between peripheral software tools. The SDSS was developed for Windows 98 platforms, focusing on the detailed road network of Athens.1126?BBatenburg, R.S. Bongers, F.J.2001EThe role of GSS in participatory policy analysis: A field experiment.15Information & Management391nParticipatory policy analysis, group support systems, GroupSystem, citizen panel, field experiment, evualtion.This paper describes a rare opportunity for a field experiment; in this, several forms of evaluation were combined into a (quasi) experimental evaluation design. Two matched and randomized groups of citizens engaged in a debate on the future of their city (`s-Hertogenbosch in the Netherlands) were studied during four meetings of a participatory policy exercise. The intent of our experiment was to test whether the use of a GSS had a positive effect on the quality of the group processes and the quality of group results. We found that process facilitation and time effects have more influence on group processes and outcomes than did the use of a GSS.228?CFazlollahi, B. Vahidov, R.2001NExtending the effectiveness of simulation-based DSS through genetic algorithms53Information & Management391_Decision support systems, simulation, genetic algorithms, fuzzy sets, marketing mix management. November 2001Many real life ill-structured problems involve high uncertainty and complexity preventing application of analytical optimization techniques in building effective decision support systems (DSS). These systems may employ simulation method and search for a "good" solution through "what-if" analysis. However, this method is very time consuming and often overlooks the consideration of many promising alternative solutions. A genetic algorithm (GA) automates the search for "good" solutions by finding near-optimal solutions and increases effectiveness of DSS. This paper introduces a hybrid method based on the combination of Monte-Carlo simulation and genetic algorithms. The combined method is illustrated through application to the marketing mix problem to improve the process for searching and evaluating alternatives for decisional support. The paper compares two methods: MC and MC+GA. It also discusses ways for dealing with crisp and soft constraints contained in the example problem. A business game environment is chosen for experiments. The results of the experiments show that the GA-based approach outperforms human "what-if" method in terms of effectiveness and efficiency.1209q?D,Chen, L. Soliman, K.S. Mao, E. Frolick, M.N.2000GMeasuring user satisfaction with data warehouses: An exploratory study.103Information & Management373LData warehousing, end-user computing, information center, user satisfaction. April 2000TData warehouses are users driven; that is, they allow end-users to be in control of the data. As user satisfaction is commonly acknowledged as the most useful measurement of system success, we identify the underlying factors of end-user satisfaction with data warehouses and develop an instrument to measure these factors. The study demonstrates that most of the items in classic end-user satisfaction measure are still valid in the data warehouse environment, and that end-user satisfaction with data warehouses depends heavily on the roles and performance of organizational information centers.425-?EHuang, W. Wei, K.K. Tan, B.C.Y.19990Compensating effects of GSS on group performance195Information & Management354RGroup support systems, task type, group decision process, group decision outcomes. April 1999-A GSS often fails to aid in providing group consensus and user satisfaction. To understand the reasons behind this lack of impact, we investigated the issue from an influence-process perspective. The independent variables manipulated were support (GSS vs. face-to-face) and task type (intellective vs. preference). The dependent variables measured were three process variables (informational influence, normative influence, and influence distribution) and three outcome variables (group consensus, decision satisfaction, and decision process satisfaction). The findings suggest that the lack of impact of GSS on decision-making groups may be due to their compensating effects. With the preference task, the use of GSS led to a more even influence distribution; this should improve group decision outcomes. But the use of GSS was also found to attenuate normative influence; this should negatively affect group decision outcomes. For an intellective task, the use of GSS resulted in an uneven distribution of influence; this should negatively affect group decision outcomes. But the use of GSS also amplified informational influence; this should enhance group decision outcomes. Collectively, such compensating effects of a GSS may explain why a lack of GSS impact on group decision outcomes has been observed in many studies.2727C?FMirchandani, D. Pakath, R.1999*Four models for a decision support system.31Information & Management351Symbiotic DSSs, expert systems, holistic DSSs, adaptive DSSs, knowledge oriented view, static systems, dynamic systems, non-adaptive systems, relative assessment. January 1999We examine four decision support system (DSS) models ¯ the Symbiotic, Expert, Holistic, and Adaptive ¯ and distinguish them in terms of the impact of their knowledge management styles on their problem-processing behavior. We draw upon existing notions of knowledge types and their management to develop a knowledge-oriented view. We use it to categorize the models as being either Static or Dynamic. From this perspective, the Holistic DSS may be regarded as being the most advanced, as it postulates holistic problem recognition and processing capabilities. While progress has been made on digitally simulating holistic recognition, much remains to be done in developing practical processors and truly holistic systems that couple such processors and recognizers.787#?GKoh, C.E. Watson, H.J.19980Data management in executive information systems301Information & Management336JExecutive information systems, executive support systems, data management. June 19984Data management is important in developing and maintaining executive information systems (EISs). An EIS can fail due to the lack of an adequate data infrastructure for this `data intensive' application. From the literature, discussions with developers, consulting experiences, and eight case studies, a set of key data management issues were identified. Three ¯ data security, ownership, and standards ¯ were further studied, using survey data collected from 85 organizations. Canonical correlation analysis was used to investigate the relationship between these issues and potentially related variables. The breadth and depth of information provided were found to be correlated with the difficulty of the issues. The degree of support from key individuals was also found to be correlated with the level of difficulty.3637?HHuang, A.H. Windsor, J.C.1998@An empirical assessment of a multimedia executive support system251Information & Management335Multimedia, management information systems, executive support systems, executive information systems, user interface, presentation format, animation, sound annotation, information analysis, experimental design.May 1998An experiment was conducted to assess the use of `Multimedia' in ESS (executive support system) and its potential impact on the effectiveness of information analysis. Data was collected from 40 managers and/or professional employees in three business organizations. The primary task was to analyze information, stored in an ESS prototype, in order to identify some possible threats and opportunities. The results of the study suggest that multimedia may not be an appropriate presentation format for analytical tasks. Managers and professional employees who used a multimedia ESS identified fewer threats and opportunities than those who used a text-based system. Contrary to the results of several previous studies, the use of multimedia did not improve information retention. During the post-experiment interview, subjects indicated that the use of sound annotations had adversely affected their ability to analyze information. They also suggested that some multimedia components, such as animated charts or animated text blocks, were unnecessary.3177?I'Shirani, A. Aiken, M. Paolillo, J.G.P.19987Group decision support systems and incentive structures231Information & Management335EGroup support systems, incentives, electronic meetings, brainwriting.May 1998Many studies have compared the advantages and disadvantages of meetings using Group Decision Support Systems (GDSS), but relatively little research has been conducted on the role of incentives in these meetings. An experiment was conducted with 40 eight-person groups to determine the influence of incentive distribution mode (group or individual) and incentive type (positive or negative) on GDSS outcomes. Results indicate that group performance, including task performance, consensus, process satisfaction, and participation, is higher if there are group-based incentives, and that negative incentives or extinction result in more participation and less satisfaction. No interaction effects were found between incentive distribution mode and incentive type.2122i?J&Tavana, M. Chung, Q.B. Kennedy, D.T.19987Rho: A decision support system for pricing in law firms155Information & Management333^Decision support systems, model management systems, optimization model, law firms, legal fees. January 1998MThere is no single schedule of legal fees and the way they are calculated; a rational model of fee determination is acutely needed. This paper presents a decision support system called Rho that allows the user to enter the internal and external data into a set of decision models to determine the strategic pricing for law firms. The paper describes the main features of the system, the optimization model that plays a critical role in the decision process, an illustration of how the system was applied in a real setting, an assessment of the proposed approach and future research issues.11277?KCSubramanian, A. Smith, D. Nelson, A.C. Campbell, J.F. Bird, D.A.1997'Strategic planning for data warehousing99Information & Management332EManagement information systems, strategic planning, data warehousing. December 1997'In the course of a major strategic planning exercise for a large municipal government, data warehousing emerged as a tactic for consolidating and sharing information among many City departments with different informational needs and a variety of computing platforms. In this paper, we describe processes and analytical methods for shaping a data warehousing strategy and for determining the contents of the data warehouse. We also present some cautionary conclusions about the development of monolithic data warehouses to serve an entire organization.4114?LWalstrom, K.A Wilson, R.L.1997:An examination of executive information system (EIS) users75Information & Management322FExecutive information systems, EIS, end-user, user types, field study.FebruaryPrevious literature in the executive information systems (EIS) area has proposed the existence of four functional types of EIS. Starting with these, the purpose of this study was to modify or develop an EIS user taxonomy by querying 98 of the Corporate 1000 CEOs on the ways in which they used their EIS. These were then grouped and compared with the proposed EIS functions. The findings indicated three EIS user types whom we have termed: (1) `converts,' (2) `pacesetters,' and (3) `analyzers.' Further investigation revealed three dimensions underlying these types: (1) organizational monitoring; (2) information access; and (3) organizational understanding.344?M3Igbaria, M. Sprague Jr, R.H. Basnet, C. Foulds, L.1996:The impact and benefits of a DSS: The case of FleetManager215Information & Management314lBusiness performance, decision support system, impact, milk tanker routing, New Zealand, vehicle scheduling. December 1996A DSS used for vehicle routing at the Westland Co-operative Dairy Company Ltd., New Zealand, is providing a spectrum of benefits and business values. Labor hours, required by the schedulers, have been significantly reduced; the schedules they develop are more efficient, the number of truck drivers has been reduced even though the volume of the traffic is increasing, and the Transport Office has a greater flexibility and higher morale. The system includes powerful tools to plan schedules, choose plans, generate alternative plans, and assess alternative plans with respect to the given criteria. The system also allows the scheduler to create routes automatically, minimize the total distance traveled, and manually modify routes created by a model. It also has several classic characteristics that are too seldom actually realized: it leverages the judgment of the DSS user; it has evolved over time through an iterative development process and is being adapted for use in another company. Taken together, these benefits and attributes make the system a rare example of a successful DSS that can provide guidance for the development of other systems in the important problem domain of vehicle routing.1170?NVlahos, G.E. Ferratt, T.W.1995uInformation technology use by managers in Greece to support decision making: Amount perceived value, and satisfaction305Information & Management296Decision making, managers, information technology use, Greece, Europe, managerial work, information technology value, information satisfaction, mental models, decision support, excecutive information systems, computer use. December 1995This study developed a profile of managers of corporations in Greece, focusing on the amount of IT use and the value of and satisfaction with computer-based information (CBI) in making decisions on planning, controlling, and operating. A detailed descriptive analysis of survey responses indicated that: (1) these managers used information technology (IT) as a valuable, everyday tool; (2) of Mintzberg's four decision roles, respondents rated the value of CBI highest for the resource allocator role; (3) all levels of management rated CBI the highest in supporting the evaluation step in decision making; (4) the highest use of CBI was for short-term decisions; (5) computer-based information systems (CBIS) were more valuable to the manager's mental model for guiding planning, controlling, and operating decisions than for forming or revising the manager's mental model of the corporation; and (6) first line supervisors and information systems (IS) managers were most satisfied with CBIS.7138^?OYoung, D. Watson, H.J.1995Determinates of EIS acceptance153Information & Management293ZExecutive information systems, information system's features, information systems support.September 1995mThe large number of organizations developing executive information systems (EISs) highlights the importance of understanding why executives use these systems. This survey investigated how ease of use, the number of features, and support staff characteristics are related to EIS acceptance. Acceptance was measured by the percentage of the targeted users who incorporate the EIS into their daily routine. High usage was not associated with ease of use, a large number of features, or the staff being physically close to the users. However, rapid development time was positively correlated with acceptance. Higher numbers of available features were associated with larger support staffs and larger user groups. The number of users was positively correlated with both staff size and EIS age. Existing EISs place a stronger emphasis on reporting internal rather than external data.356?PNord, J.H. Nord, G.D.1995?Executive information systems: A study and comparative analysis95Information & Management292SExecutive information systems, executive support systems, decision support systems. August 1995Decision support software designed to meet specific needs of executives is referred to as an Executive Information System (EIS). This provides a means for information to be accessed, created, and analyzed-on-demand by high-level executives using personal computers, local area networks, minicomputers, or a centralized mainframe. Executive decisions are generally broad and based, to a large extent, on intuition. These characteristics are reflected in the executive decision-making environment, which is itself characterized by a lack of structure, a high degree of uncertainty, a future orientation, informal sources, and a low level of detail. Executive Information Systems can directly aid and support some business decisions. Strategic-planning capabilities, an external environment focus, ease of learning and use, and custom tailoring to meet the unique needs of individual executives are common properties of Executive Information Systems. This paper reports the findings of a study of executives in major U.S. corporations regarding the status, trends, benefits, and plans for future development of Executive Information Systems. A comparative analysis of user satisfaction and specific issues associated with the leading EIS Systems is also presented.383[?QPalvia, S.C. Chervany, N.L.1995\An experimental investigation of factors influencing predicted success in DSS implementation43Information & Management291Decision support system, implementation, scenarios, unfreezing, moving, refreezing, project champion, change reversibility, predicted success, resistance to change. July 1995This paper describes the results of an experiment that examined the effects of four factors hypothesized to influence the predicted success at various stages of the implementation of a proposed Decision Support System (DSS). The setting for the experiment was the development of an interactive financial budget planning and expense tracking system. The experiment was framed using two basic models: the three-stage change process comprising unfreezing, moving, and refreezing; and second, a model for the management of technological change. The four factors studied were: (a) the time allowed for completion of the systems development and implementation effort; (b) the presence or absence of a champion; (c) the ease with which the managerial change required by the proposed system could be reversed; and (d) the level of success in the preceding stage or stages of the change process. The subjects were mid-level managers and staff attending evening MBA classes at the University of Minnesota.191h?R Wagner, C.1995%Decision support for "messy" problems393Information & Management286gDecision support system, domain knowledge, expertise, expert sytem, problem solving, problem structure. June 1995uProblems that are non-quantitative and not bound to a narrow knowledge domain have been served unsatisfactorily by decision support and expert systems. Alternative techniques that address this type of problem are explained here using two key concepts: problem type dependent process support and domain related knowledge. Process support refers to the program steps and the data items useful in finding the solution. Domain related knowledge is knowledge drawn from a specific domain, yet through abstraction applicable to a wider range of problems. Results of preliminary empirical analyses suggest that both concepts are useful.143?SVetschera, R. Walterscheid, H.1995MA process-oriented framework for the evaluation of managerial support systems197Information & Management283FDecision support systems, evaluation, decision processes, fault trees. March 1995A new method of evaluating the benefits of decision-oriented information systems is proposed. This method is based on a detailed analysis of decision processes. Using prescriptive decision theory, correct results are established for different sub-phases of the process and possible deviations from these results are analyzed. Systems are then evaluated according to their contribution to the elimination of such errors.7136Y?THawk, S.R. Bariff, M.L.1995>An examination of organizational strategies for supporting DSS77Information & Management282bDecision support systems, (DSS), DSS groups, managing DSS, end-user computing, information center. February 1995ADecision support systems (DSS) are widely used by managers to provide problem solving assistance. Despite their widespread use, little is known about how organizations support DSS users. This paper discusses support practices that are thought to affect DSS groups' ability to provide support services, and reports on a field study that sought to identify the support characteristics of a sample of groups. This study also investigated differences among groups that were placed in different organizational locations. Managers of twenty-three DSS groups were interviewed to provide information on group organizational location, staff-to-user ratio, staff backgrounds, formalization, and other support characteristics. The results suggest that DSS groups generally follow some of the recommendations found in the literature with respect to their management while disregarding others. The support characteristics also tend to vary when comparing groups across organizational locations, suggesting that certain strengths and limitations may be associated with organizational support strategies.1183 ?U Kiang, M.Y. Chi, R.T. Tam, K.Y.19939DKAS: A distributed knowledge acquisition system in a DSS59)Journal of Management Information Systems94]Portfolia management, performance evaluation, decision support systems, comparative analysis. Spring, 1993Knowledge acquisition is the process of accumulating new information and relating it to what is already known. Knowledge acquisition has been regarded as the bottleneck in knowledge-based systems development. A distributed knowledge acquisition system (DKAS) is introduced for automating decision rules construction from a set of examples in a decision support system (DSS). DKAS has the potential to include various learning mechanisms and employs a multiagent and parallel processing paradigm. The implementation of a DKAS integrates inductive and deductive learning methods that use different learning strategies. A stock selection problem is used to demonstrate the effectiveness of DKAS in solving classification type problems. The performance of the DKAS in portfolio management is compared to the performance of the New York Stock Exchange (NYSE) and the Standards & Poor's (S&P) 500. The results indicate that the rules derived from using the DKAS outperform both the NYSE and the S&P 500.5197?VLeidner, D.E. Elam, J.J.1993HExecutive information systems: Their impact on executive decision making139)Journal of Management Information Systems103Statistical analysis, problem solving, management decisions, executive information systems, decision support systems, decision making.Winter 1993 - 1994/An executive information system (EIS) is a computer-based information system designed to provide senior managers access to information relevant to their management activities. With such trends as globalization and intense competition increasing the importance of fast and accurate decision making, the use of these systems by executives may become a particularly important component of their decision-making behavior. Previous research on EIS has focused on descriptive studies of how and why EIS are used. The research presented empirically examines the effects of EIS use on aspects of the decision-making process by surveying 46 executive users of EIS. The frequency and duration of EIS use are shown to increase problem identification speed, decision-making speed, and the extent of analysis in decision making.368?W&Belardo, S. Duchessi, P. Coleman, J.R.19943A strategic decision support system at Orell Fussli135)Journal of Management Information Systems104NStrategic planning, printing industry, decision support systems, case studies. Spring 1994Strategic decision support systems (DSS) are one means of helping managers understand strategy and its implications. Strategic DSS contain many general DSS features and are intended for senior managers. There is ongoing development of a strategic DSS for the Banknotes and Securities Division of Orell Fussli, a Swiss printing company. The system incorporates conceptual models and provides explanations, cases, and guidance on how to use the models effectively. It helps train managers in strategic concepts and facilitates strategic thinking. It has been used to help develop and validate product-market strategies. The system is menu-driven and consists of 3 major sections: 1. tools, 2. tutorial, and 3. application. The application section consists of 2 stages (product-market analysis and product-market implementation analysis) and 6 steps that require both system and user participation.1143<?XChen, M.1995A model-driven approach to accessing managerial information: The development of a repository-based executive information system33)Journal of Management Information Systems114qSystems development, studies, prototypes, executive information systems, decision making models, data warehouses. Spring, 1995Most executive information systems (EIS) are focusing on the delivery of information to executives on line. Clicking on icons or command buttons, executives can browse through a series of screens of tabular or graphical information organized in a hierarchical structure. There is, however, no underlying model to guide the navigation of the diverse data and applications used by executives. A repository-based and model-driven EIS that captures integrated organization and information system (IOIS) models of an enterprise is therefore needed. A prototype system, called Repository-based Executive Information System (R-EIS), designed to integrate instead of replacing various existing application systems to support managerial information delivery, is presented. This integrated IOIS model can be used directly by executives to assist them in navigating a model from a business perspective in order to gain access to applications and information to support their decision making.319?YDBriggs, R.O. Adkins, M. Mittleman, J.K. Miller, S. Nunamker Jr, J.F.1998dA technology transition model derived from field investigation of GSS use aboard the U.S.S. CORONADO151)Journal of Management Information Systems153Electronic meeting systems technology adoption, field studies, group support systems, qualitative research, technology acceptance, technology diffusion, technology transition, Technology Transistion Model.Winter 1998 -1999There are several thousand group support systems (GSS) installations worldwide, and, while the number is growing, GSS has not yet achieved critical mass. This study presents a 32-month qualitative field investigation of an effort to introduce GSS into the daily work of the staff of the US Navy's Commander, Third Fleet. Using the principles of action research, the project began with interventions based on the precepts of the Technology Acceptance Model (TAM). The goal of the interventions was to engender sufficient acceptance for GSS to create a self-sustaining, growing community of GSS users. This study presents TAM, then argues the proposition of the Technology Transition Model. It then presents background information about Third Fleet, and describes critical incidents in the transition effort that gave rise to the model. It summarizes the lessons learned in the field by comparing the differing transition trajectories among Fleet staff segments in light of the model.276?Z Steiger, D.M.1998]Enhancing user understanding in a decision support system: A theoretical basis and framework.199)Journal of Management Information Systems152artificial intelligence, decision support systems, design theory, model analysis, model management systems, post-optimality analysis, sensitivity analysis, theory of understanding. Fall 19986The primary purpose of decision support systems (DSS) is to help the decision maker develop an understanding of the ill-structured, complex environment represented by the model. The modeled environment is examined through model analysis. Specifically, a framework for model analysis is proposed which is based on Perkins's theory of understanding, its basic premise (knowledge as design) and basic components (purpose, models, and arguments). This framework encourages enhanced user understanding in a DSS via the synergistic combination and integration of: 1. cognitive science (theory of understanding), 2. artificial intelligence (machine learning, knowledge extraction, and expert systems), 3. model analysis (deductive and inductive), and 4. DSS (model management, instance management, and knowledge-base management).1112`?['Spangler, W.E. May, J.H. Vargas, L.G.1999Choosing data-mining methods for multiple classification: Representational and performance measurement implications for decision support.37)Journal of Management Information Systems161ldata mining, decision support systems, decision tree induction, neural networks, statistical classification. Summer 1999Data-mining techniques are designed for classification problems in which each observation is a member of one and only one category. Ten data representations are formulated that could be used to extend those methods to problems in which observations may be full members of multiple categories. An audit matrix methodology for evaluating the performance of three popular data-mining techniques - linear discriminant analysis, neural networks, and decision tree induction - is proposed using the representations that each technique can accommodate. The approach is then empirically tested on an actual surgical data set. Tree induction gives the lowest rate of false positive predictions, and a version of discriminant analysis yields the lowest rate of false negatives for multiple category problems, but neural networks give the best overall results for the largest multiple classification cases. There is substantial room for improvement in overall performance for all techniques.5111?] Barkhi, R.2001NThe effects of decision guidance and problem modeling on group decision-making259)Journal of Management Information Systems183Mgroup decision support systems, human-computer interaction, problem modeling.Winter 2001 -2002Despite the advances in group decision support system (GDSS) research, few GDSS studies concentrate on problem-modeling tools to support decisions that cross boundaries of functional areas within the business. These decisions have a substantial effect on the profitability of the firm and account for much time and effort of senior management. This research investigates the effect of problem structuring and modeling with a GDSS on coordinated decision-making of managers in a group faced with a mixed-motive production-planning task. In a laboratory experiment, a GDSS with features supporting problem modeling is contrasted with a GDSS without such features.2145?^Fazlollahi, B. Vahidov, R.2001CA method for generation of alternatives by decision support systems229)Journal of Management Information Systems182\alternative generation, decision support systems, genetic algorithms, marketing mix problem. Fall 2001nAn essential feature of active decision support systems (DSS) is the ability to take the initiative in performing decision-related tasks. One possibility for providing active high level decision support is through facilitating alternative generation in DSS. The method proposed enables the generation of several diverse alternatives in a single run. The method relies on the principles of effective problem-solving/decision-making and facilitates divergent processes, the separation of alternative generation from evaluation, as well as the diminishing of human cognitive biases. A hybrid DSS based on genetic algorithms and fuzzy sets is used to operationalize the approach. The paper outlines the design requirements for alternative generation in DSS and discusses the inadequacies of the what-if simulation and traditional optimization methods in light of these requirements.1174?x"Lim, K.H. Benbasat, I. Ward, L.M.20008The role of multimedia in changing first impression bias115Information Systems Research112 June 2000First impression bias refers to a limitation of human information processing in which people are strongly influenced by the first piece of information that they are exposed to, and that they are biased in evaluating subsequent information in the direction of the initial influence. The psychology literature has portrayed first impression bias as a virtually 'inherent' human bias. Drawing from multimedia literature, this study identifies several characteristics of multimedia presentations that have the potential to alleviate first impression bias. Based on this literature, a set of predictions was generated and tested through a laboratory experiment using a simulated multimedia intranet. (continued)11092P?|Blattberg, R.C. Hoch, S.J.1990DDatabase models and managerial intuition: 50% model and 50% manager.887Management Science368AForecasting, decision making, expertise, decision support systems1990_We focus on ways of combining simple database models with managerial intuition. We present a model and method for isolating managerial intuition. For five different business forecasting situations, our results indicate that a combination of model and manager always outperforms either of these decision inputs in isolation, an average R2 increase of 0.09 (16%) above the best single decision input in cross-validated model analyses. We assess the validity of an equal weighting heuristic, 50% model and 50% manager, and then discuss why our results might differ from previous research on expert judgment.132M?}(Connolly, T. Jessup, L.M. Valacich, J.S.1990WEffects of anonymity and evaluative tone on idea generation in computer-mediated groups689Management Science366lanonymity, evaluative tone, group problem solving, group decision support system, electronic meeting system.1990A laboratory experiment was used to evaluated the effects of anonymity and evaluative tone on computer-mediated groups using a group decision support system to perform an idea-generation task. Evaluative tone was manipulated through a confederate group member who entered supportive or critical comments into the automated brainstorming system. Groups working anonymously and with a critical confederate produced the greatest number or original solutions and overall comments, yet average solution quality per item and average solution rarity were not different across conditions. Identified groups working with a supportive confederate were the most satisfied and had the highest level of perceived effectiveness, but produced the fewest original solutions and overall comments.2674H?~"Rao Srinivasan, V. Jarvenpaa, S.L.1991AComputer support of groups: Theory-based models for GDSS research1347Management Science3710ncommunications, minority influence, human information processing, group decision support, contingency modeling1991"Empirical research in the area of computer support of groups is characterized by inconsistent results across studies. This paper attempts to reconcile the inconsistencies by linking the ad hoc reasoning in the studies to existing theories of communication, minority influence and human information processing. Contingency models are then presented based on the theories discussed. The paper concludes by discussing the linkages between the current work and other recently published integrations of empirical GDSS research and theories of GDSS.2117?<Nunamaker Jr, J.F. Dennis, A.R. Valacich, J.S. Vogel, D.R.1991QInformation technology for negotiating groups: Generating options for mutual gain1325Management Science3710YNegotiation, group decision support, GDSS, generating options, electronic meeting systems1991The study of negotiating groups, whether distributive between competing parties (ie. "win-lose") or integrative between essentially friendly parties from the same organization (ie. "win-win") remains important. While much previous research in this area has focused on key analytical issues such as evaluating proposed options, much less research has addressed the equally important initial stage of negotiation: generating options for mutual gain. In general, groups do this poorly, as there are many obsatcles that inhibit successful option generation. Recent advances in computer techonology provide additional approaches that can be used to support option generation as one component in an overall Negotiation Support System. This paper presents an ingegrated series of laboratory and field studies that investigated various aspects of computer-supported option generation for groups that meet at the same place and time. The use of anonymity to separate personalitites from the issues and promote more objective evaluation was found to improve option generation in some circumstances, particularly those with incrfeased criticalness and / or power differences among the participants. (continued)277?%Poole, M.S. Holmes, M. DeScantis, G.1991?Conflict management in a computer-supported meeting environment926Management Science378Tconflict management, group decision support systems, decision making, group dynamics1991Computer systems to support decision-making, planning, and negotiation in groups have the potential for wide-ranging application. However, knowledge of their effects is sparse, particularly for difficult situations such as group conflict. This study reports a laboratory experiment to examine how a general purpose groupd decision support system (GDSS) influenced conflict management in small groups making a budget allocation decision. (continued)2116W?Mennecke, B.E. Valacich, J.S.1998Information is what you make of it: The influence of group history and computer support on information sharing, decision quality, and member perceptions173)Journal of Management Information Systems152Sdecision-group history, group cohesion, group support systems, information sharing.1998Researchers have proposed that the contradictions observed between past group support system (GDSS) laboratory and field research may be partially accounted for by the ad hoc nature of groups that are often used in the laboratory. To examine this, a laboratory experiment examining the influence of group history (ie. established versus ad-hoc groups) and the level of computer support (ie. communicating via a computer-mediated system versus face-to-face) was conducted. (continued)272?Adam, F. Murphy, C.1995PInformation flows amongst executives: Their implications for systems development341(Journal of Strategic Information Systems44cinformation flows, communication, decision making, executive support systems, strategic information1995Senior managers have tended to resist the incursion into their personal domain of computer systems meant for their use. Their main criticism is that technical solutions are being imposed on them without an adequate analysis of the problems at hand. This suggests that the way in which executives obtain and exchange information may not be adequately understood. With the help of a framework designed to identify top executives' networks of information flows, the study reproted in this paper analysed the information practices of 16 executives from four organizations. The findings of the research indicated that executives uses a combination of communication flows and information flows in a proportion which varies depending upon the context of their different activities. It also revealed that executives initiated information and communication flows of a different nature depending upon the role they play and the level of those with whom they deal within the organization. The results of the study suggest that very specific approaches are needed when identifying top executives' needs in terms of developing systems aimed at supporting top managers' strategic activities.333?,Loeb, K. Rai, A. Ramaprasad, A. Sharma, S.1998]Design, development and implementation of a global information warehouse: A case study at IBM291Information Systems Journal8global information warehouse, information systems implementation, information systems design, information systems development, case study1998The characteristics of a global information warehouse (GIW) can be understood with reference to the three dimensions implied by the three words in its name. These dimensions are boundary of the system, semiotic level of the objects in the system, and organization of objects in the system, corresponding to the terms 'global', 'information' and 'warehouse', respectively. This paper defines these three dimensions and describes the system characteristics that flow from the definitions. These characteristics also highlight the issues involved in the design, development and implementation of GIWs. The case study following the discussion of the three dimensions illustrates these issues.463F?Rouibah, K. Ould-ali, S.2002VPUZZLE: S concept and prototype for linking business intelligence to business strategy(Journal of Strategic Information Systems'article in press'business intelligence, weak signs, interpreting weak signs, fast response management, strategic information system, strategic business intelligence system, creativity, ill-structured problem, research engineering, exploratory research, prototyping.2002Business intelligence (BI) is a strategic approach for systematically targeting, tracking, communicating and transforming relevant weak signs (The authors uses the concept of weak sign instead of 'weak signal' as proposed by Ansoff [California Management Review XXVIII (1975) 21] because tyhey feel the word 'signal' implies greater quantitative measurability. However, authors continue to use if for the same purpose.) into actionable informaiton on which strategic decision-making is based. Despite the increasing importance of BI, there is little underlying theoretical work, which directly can guide the interpretation of ambiguous weak signs. This paper gives an insight into the issue through a new strategic business intelligence system called PUZZLE. (continued)374?Dennis, A.R. Carte, T.A.1998uUsing geographical information systems for decision making: Extending cognitive fit theory to map-based presentations194Information Systems Research92?geographical information systems, cognitive fit, maps, graphics1998As the use of Geographical Information Systems (GIS) by business becomes more common, we need to better understand when these systems are and are not useful. This research uses a laboratory experiment to extend cognitive fit theory (Vessey 1991) to geographic tasks performed using either map-based presentations or tabular presentations. The experiment found that decision makers using a map-based presentation made faster and more accurate decisions when working on a geographic task in which there were adjacency relationships among the geographic areas. Decision makers using a map-based presentation made faster but less accurate decisions when working on a geographic task in which there were no relationships amon the geographic areas.11670?Straub, B. Angell, I.O.1991IInformation systems and uncertainty: A conspiracy of misplaced confidence61Journal of Information Systems1;decision support systems, information systems, uncertainty.1991<Information technology is becoming an increasingly important factor in contemporary management. Information systems are being set up in business explicitly to accommodate the new opportunities of this technology, and thse are having a lasting effect on managerial practice. The full implications of this technology-driven development have not been appreciated by organizations, which in absorbing technological systems, are tolerating a great drain on their resources. The efficacy of computers is predicated on the acceptance of some very specific perspectives. A growing discontent and dissappointment with their limited achievements is our reason for advocating a different point of view. We will discuss how a shift in perspective, particularly in respect to the perception of uncertainty, will affect thinking and practice in the field of management support systems. We will render our view of the application of computerized decision support systems (DSS), and especially, we will focus on the beliefs and assumptions that have shaped this technology thus far. (continued)1113?#McHaney, R. Hightower, R. White, D.1999OEUCS test-retest reliability in representational model decision support systems109Information & Management36Iend-user computing satisfaction (EUCS), computer simulation, satisfaction1999A test-retest reliability study of an end-user computing satisfaction instrument was conducted. The instrument was distributed to real-worlde representational decision support system users through a mail survey. One month later, follow-up surveys were mailed asking the orginal respondents to again evaluate the same system. The data sets were compared and suggest that the instrument is internally consistent and stable when applied to its users.188?Wong, B.K. Monaco, J.A.1995ZExpert system application in business: A review and analysis of the literature (1977-1993)141Information & Management29expert systems, artificial intelligence, business applications, literature review, literature analysis, decision support systems, neural networks, technology integration, joint venture, task interdependence.1995QA survey of expert system (ES) business application paper published between 1977 and 1993 indicates that an increasing amount of ES research is being conducted for a diverse range of business activities. The classification of literature by (1) year of publication, (2) application area, (3) generic problem area addressed, (4) problem domain, (5) level of management (6) level of task interdependence, (7) means of development, (8) corporate/academic interaction in development, and (9) technology integration provides some insights in the trend. Implications to ES developers are discussed.553X?Sengupta, K. Abdel-Hamid, T.K.1993cAlternative conceptions of feedback in dynamic decision environments: An experimental investigation411Management Science394dynamic decision making, decision support systems, cognitive feedback, feedforward, outcome feedback, software project management1993Studies conducted in recent years have shown that outcome feedback in dynamic decision-making tasks does not lead to improved performance. This has led researchers to examine alternatives to outcome feedback for improving decision makers' performance in such tasks. This study examines the feasibility of improving performance in dynamic tasks by providing cognitive feedback or feedforward. We report a laboratory experiment in which subjects managed a set of simulated software development projects. Results indicate that subjects provided with cognitive feedback performed best, followed by those provided with feedforward. Subjects provided with outcome feeback performed poorly. We discuss the implications of the results for decision support in dynamic tasks.1107?%Glazer, R. Stechel, J.H. Winer, R.S.1992bLocally rational decision making: The distracting effect of information on managerial performance212Management Science382Vdecision making, rationality, strategy, information, performance, marketing simulation1992This paper describes a phenomenon called "locally rational" decision-making, in which the mere presence of information may have dysfunctional consequences even if decision makers do not process the information incorrectly. Using the results from an experiment conducted with a strategic market simulation game, we find that the accessibility of information results in a disposition to foucs on those componenets of decision-m aking most clearly addressed by the information. If these are not the components most closely tied to success, overall performance may in fact suffer. The decision-making process is thus "locally rational" since it may be optimal with respect to specific components of a larger plan, but globally suboptimal with regard to ultimate outcomes and for the organization as a whole. We describe the implications of the phenomenon for the use of market-related data in managerial decision-making.1210?Lau, H-S. Kletke, M.G.1994WA decision support software on bidding for job interviews in college placement offices.842Management Science407<decision support system, bidding, mixed integer programming.1994Many university placement offices employ a bidding system to allocate on-campus recruiter interview slots to students. Typically, a student is given (say) 700 points each weekd to bid on the firms visiting that week. Interview slots for each firm are assigned beginning with the highest bidder until all slots are filled. This paper describes the mathematical modeling behind a decision support system for helping students to bid in such a system. (continued)171?Beroggi, G.E.G. Wallace, W.1995kOperation control of the transportation of hazardous materials: an assessment of alernative decision models1962Management Science4112hdecision support systems, hazardous material transportation, ordinal preference, multiattribute utility.1995Commercially available tracking systems based on advanced communications and computing technology allow a dispatcher of hazardous material transports to monitor the movement of vehicles on a transportation network in real time. When unexpected events occur, a dispatcher working with this new technology can identify the regions surrounding the transportation network that are affected by these events and determine safe and cost-effective routes for the vehicles that plan to drive through those regions. Four decision models for rerouting hazardous material vehicles in real-time have been assessed in an experimental setting. (continued)130d?Basu, A. Blanning, R.W.19949Metagraphs: A tool for modeling decision support systems1579Management Science40128model management, decision support systems, graph theory1994Most decision support systems (DSS) contain stored data, data analysis procedures, and decision models. However, many DSS have grown to the point that the average end user is presented with a bewildering array of information resources that are diffiuclt to manage in an effective manner. As a result users often gravitate to a few familiar models and are unaware of the data resources avialable to them and how these resources relate to the various models. For example, they may think that a model requires data that is unavialalbe, when in fact that data has recently been added to the data base or could be calculated from another model. Or they may believe that all of the data needed to execute a set of models is available and find out well into the analysis that it is not. Existing tools for DSS design do not provide an effective and comprehensive foundation for modeling all the components of a DSS, or for addressing all the important DSS analysis and design issues. In this paper we show how a new graph-theoretic structure, called a metagraph, can be used as a unifying basis for addressing many important questions in DSS development and use.13?Athanassopoulos, A.D.1998lDecision support for target-based resource allocation of public services in multiunit and multilevel systems173Management Science442equity, efficiency, effectiveness, resource allocation, data envelopment analysis,k goal programming, public services, incentives.1998rThis paper is concerned with the problem or resource allocation and target setting in the provision of public services. The paper develops a network-based representation of multi-level resource management with equity, efficiency, and effectiveness being recognised as the fundamental objectives of the system. On the modelling side, the proposed method combines data envelopment analysis and goal programming formulations integrated within an interactive planning framework. An illustrative application on fire departments is used to show the applicability of the method developed to assist the resource allocation process.127w?+van Bruggen, G.H. Smidts, A. Wierenga, B.1998IImproving decision making by means of a marketing decision support system645Management Science445@marketing, decision support systems, managerial decision making.1998pMarketing decision makers are confronted with an increasing amount of information. This leads to a complex decision environment that may cause decison makers to lapse into using mental-effort-reducing heuristics such as anchoring and adjustment. In an experimental study, we find that the use of a marketing decision support system (MDSS) increases the effectiveness of marketing decision makers. An MDSS is effective because it assists its users in identifying the important decision variables and, subsequently, making better decisions based on those variables. Decision makers using an MCSS are also less susceptible to applying the anchoring and adjustment heuristic and, therefore, show more variation in their decisions in a dynamic environment. Low-analytical decision makers and decision makers operating under low time pressure especially benefit from using an MDSS.1154?Hoch, S.J. Schkade, D.A.19964A psychological approach to decision support systems51Management Science421Sdecision support systems, forecasting, managerial decision making, pattern matching1996Rapid advances in information technology have grought decision makers the mixed blessing of an increasingly vast amount of easily available data. Designers of decision support systems (DSS) have focused on incorporating the latest technology with little attention to whether these new systems are compatible with the psychology of decision makers. Our premise is that DSS should be designed to take advantage of the distinctive competencies of decision makers while using technology to compensate for their inherent weaknesses. In this study we apply this approach to a forecasting task. We find that to arrive at a forecast decision makers often search their experience for a situation similar to the one at hand and then make small adjustments to this previous situation. Our theoretical model of the performance of this intuitively appealing strategy shows that it performs reasonably well in highly predictable environments, but performs quite poorly in less predictable environments. (continued)1181B?Marakas, G.M. Elam, J.J.1997HCreativity enhancement in problem solving: Through software or process?1136Management Science438Ecreativity enhancement, problem-solving, decision support, DSS design1997IThis paper reports the results of a controlled laboratory experiment in which the work of Elam and Mead (1990) was both replicated and extended to explore how knowledge and use of a creativity enhancing process employed both manually and delivered via computer software affect the level of creativity in response to a problem-solving task. The results suggest the enhancement of creativity in response to open-ended problems is significantly affected by the process employed by the decision maker rather than the vehicle by which the process is delivered. Further, the results indicate that the capability of a decision support system (DSS) to provide directed guidance in the application of a process combined with user knowledge of the underlying process model improves creativity enhancement over use of either DSS or the process alone.173?Webby, R. O'Connor, M.1994iThe effectiveness of Decision Support Systems: The implications of task complexity and DSS sophistication19!Journal of Information Technology91994All decision support systems (DSS) are, by their nature, designed to improved decision making effectiveness, yet a review of the experimental literature reveals that achievement of this objective is mixed. We propose that this is because DSS effectiveness is contingent upon a number of factors related to the task and DSS under investigation. This paper reports a longitudinal experiment designed to evaluate the relationship between DSS effectiveness and two such factors: DSS sophistication and task complexity. (continued)148?Yussof, M.B. Jenkins, J.1994YAn approach to development of decision support systems for a public sector administration29!Journal of Information Technology919941The decision making process in complex domains involves inconsistent, incomplete and uncertain information and a lack of established models or theories. These characteristics influence the nature of approach to be used in the development of any decision aids to support the process. This paper presents an approach adopted in the development of a DSS to support complex decision making in a Public Sector body. The approach incorporates the use of Soft System Methodology (SSM). The role of SSM in Information Systems in general and in the development of DSS in particular is not well understood. This paper attempts to be useful especially at the initial stage of DSS development, namely in understanding the problem area, as well as in identifying models and information to be used as inputs to the DSS design.131?'Wheeler, F.P. Chang, S.H. Thomas, R.J.1993hMoving from an executive information system to everyone's information system: Lessons from a case study177!Journal of Information Technology81993*The history of a major steel company's executive information system (EIS) is reported from its inception in 1984, through its demise as a system for top management, to its transformation in 1991 as a strikingly successful information system for all managers and administrative staff. This case has significant implications for all those who are interested in providing technical support to top decision makers. It also has important lessons for any organisation that has an EIS or that is planning to implement the current generation of EIS technology.350?Fitzgerald, B. Murphy, C.1994ZIntroducing executive information systems into organizations: separating fact from fallacy288!Journal of Information Technology91994Several factors have been proposed by researchers to explain why organizations are motivated to introduce executive information systems (EIS) now. These are identified and categorized in this paper and the results of an empirical study which examined the relevance of these factors in practice are presented. The findings of the study question the relevance and validity of some of the factors that have been identified - most notably that EIS are being introduced at the request of executives who are becoming increasingly computer literate and see EIS as a means of coping with today's extremely competitive business environment. The study findings suggest that IS departments push and EIS envy are factors which paly a significant role in the emergence of EIS in organizations.31750?Beeri, Y. Speigler, I.1996Synergetic expert systems73Decision Support Systems172expert systems, decision support system (DSS), artificial intelligence, decision making, object-oriented design, group decision support system (GDSS), value of information.1996A model for integrating expert systems is presented. The model - Synergetic Expert System (SES) - contains several expert systems which can be arranged syngergetically to siut the particular needs of a problem. An object-oriented apporach is used to design the model and handle its various components. The building blocks of the model, arrnaged in series or paralell, are defined together with a formal delineation of efficient and economic expert systems. These lead to a definition of marginal cost and value of an expert to a system. The model may be applied when different experts or expert systems are needed to tackle a complex problem. Treating experts or expert systems in parallel may also be viewed as a form of Group Decision Support System (GDSS).5423(?1Quah, T-S. Tan, C-L. Raman, K.S. Srinivasan, B.1996BTowards integrating rule-based expert systems and neaural networks99Decision Support Systems172pNeural network expert systems, network element, semantic structure, learning, inferencing mechanism, rule editor1996This research explores a new approach to integrate neural networks and expert systems. The integrated system combines the strenght of rule-based semantic structure and the learning capability of connectionist architecture. In addition, the approach allows users to define logical operators that behave much similar to that of human expert decision making process. Neural Logic Network (NEULONET) is used as the underlying building unit. A rule-based shell like environment is developed. The shell is used to build a prototype expert decision support system for future bonds trading. The system also provides a way to behave like different experts responding to different users and giving advice according to different environmental situations.5425?(Ramirez, R.G. Kulkarni, U.R. Moser, K.A.1996)Derived data for decision support systems119Decision Support Systems172TWhat-if-analysis, derived data, relational databases, versions, views, view updates.1996In decision-making situations requiring "what-if" analysis, in statistical databases, it is desirable to explicitly store derived data without losing consistency with the original data. We introduce independently-updated views (IUVs) for storage and use of derived data for decision support systems. IUVs support multiple versions, provide derivation transparancy, mantain data consistency, and afford control over tiem of derivation. The notion of data consistency is extended to allow for multiple versions so that versions are consistent with the actively updated database on which they are defined. Implementation issues are discussed and the cost of retrieving IUVs representing different types of derived data is estimated.1426? Bird, S.D.1997TConceptualizing a shared language subsystem for distributed decision support systems227Decision Support Systems194HDSS, distributed DSS, architecture, distributed artificial intelligence.1997Researchers have only recenlty begun to develop formal archietectures for support systems that capitalize on advancements in distributed technologies. Conceptual models have been proposed for distributed version of both DSS and GDSS. To date, however, these developments have largely been limited to techniques employing shared global data spaces. Research on other approaches to distributed support systems development, including that based on the shared langauge techniques of distibuted artificial intelligence, is still lagging. To introduce this research area, this paper reviews architectural principles for distributed decision support and develops the notion of a shared language as an extension of the DSS language subsystem.7831?Gupta, K.M. Montazemi, A.R.1997SA connectionist approach for similarity assessment in case-based reasoning systems.237Decision Support Systems194gcase-based reasoning, adaptive decision support systems, connectionist networks, information retrieval.1997Case-Based Reasoning (CBR) systems support ill-structured decision making. In ill-structured decision environments, decision makers (DMs) differ in their problem solving approaches. As a result, CBR systems would be more useful if they were able to adapt to the idiosyncrasies of individual decision makers. Existing implementations of CBR systems have been mainly symbolic, and symbolic CBR systems are unable to adapt to the preferences of decision makers (i.e., they are static). Retrieval of appropriate previous cases is critical to the success of a CBR system. Widely used symbolic retrieval functions, such as nearest-neighbor matching, assume independence of attributes and require specification of their importance for matching. To ameliorate these deficiencies connectionist systems have been proposed. However, these systems are limited in their ability to adapt and grow. To overcome this limitation, we propose a distributed connectionist-symbolic architecture that adapts to the preferences of a decision maker and that, additionally, ameliorates the limitations of symbolic matching. The proposed architecture uses a supervised learning technique to acquire the matching knowledge. The architecture allows the growth of a case base without the involvement of a knowledge engineer. Empirical investigation of the proposed architecture in an ill-structured diagnostic decision environment demonstrated a superior retrieval performance when compared to the nearest-neighbor matching function.5830x?*Kim, Y-G. Kim, H-M. Yoon, J-W. Ryu, H-S.1997bBuilding an organizational decision support system for Korea Telecom: A process redesign approach255Decision Support Systems194cOrganizational decision support systems, process redesign, network communication, ODSS architecture19970Organizational decision support systems (ODSSs) are a new type of decision support systems (DSSs) focusing on organization-wide issues rather than individual, group, or departmental issues. Because of its organization-wide scope, a typical ODSS cuts across organizational functions or hierarchical layers. Thus, seamless integration with organization's diverse IS applications running on heterogeneous platforms becomes a critical issue for building a successful ODSS. In this paper, we analyzed the Korea Telecom's (KT) Operations & Maintenance (O & M) division focusing on its investment strategies. We developed a conceptual framework through process redesign, which links O & M investment decisions to performance of its operational branches across the nation. To support the above framework, we also developed a prototype for the KTOM-ODSS with an EIS-like user-friendly interface. When a complete ODSS is implemented on top of various KT transaction processing systems, it will become a critical component of the O & M Integrated Decision Support Environment (IDSE).1832#?!Sia, C-L. Tan, B.C.Y. Wei, K-K.1997PEffects of GSS interface and task type on group interaction: An empirical study289Decision Support Systems194Egroup support systems, group interaction, user-interface, task types.1997The effects of GSS interface and task type on group interaction are examined in this experimental study. A 2 ¥ 2 factorial design is employed. Each treatment has eight groups. Two types of GSS interfaces are studied: icon-based and text-based. Two task types are investigated: intellective and preference. Three dependent variables are measured: efficiency of influence attempts, inequality of influence attempts, and dominance significance. Results of data analysis show that groups using icon-based interface achieve greater efficiency of influence attempts, greater equality of influence attempts, and less dominance significance than groups using text-based interface. Moreover, equality of influence attempts is greater for preference task groups than intellective task groups. These results suggest that an icon-based interface is a useful feature of a GSS, particularly when group members are novice computer users. GSS developers should, therefore, pay attention to interface design on top of the considerations for other GSS features.28330?(Delaney, M.M. Foroughi, A. Perkins, W.C.1997OAn empirical study of the efficacy of a computerized negotiation support system185Decision Support Systems203Bnegotiation support systems, empirical study, contract bargaining.1997This paper presents the results of an empirical study to investigate the effects of a computerized NSS on the outcomes of face-to-face negotiations and on negotiator attitudes. In the study, pairs (dyads) of college students were involved in a simulated industrial bargaining scenario which tested the impact of computer support and conflict level on contract outcomes and negotiator attitudes. Three levels of computer support were compared: a comprehensive NSS (DSS component and an electronic communication component), DSS support only (no electronic communication component), and no computer support. The results showed that the DSS support was similar to the comprehensive NSS in improving the information processing aspects of the negotiation, such as joint outcomes, contract balance, and number of contract proposals. However, the comprehensive NSS had a wider spectrum of positive effects, impacting the socio-emotional aspects of the negotiation such as perceived satisfaction and negative climate as well as the information processing aspects.8802? Foulds, L.R.1997QLayoutManager: A microcomputer-based decsion support system for facilities layout199Decision Support Systems203RFacilities layout, decision support system, microcomputer applications, case study1997A user-friendly, menu-driven decision support system (DSS) for facilities layout design is described. It provides for the choice between a variety of productivity criteria. The system is written in Pascal, within the Microsoft Windows environment, for an MS-DOS personal computer. A case study, involving the successful use of the system which motivated its development, is also mentioned.1803? Kivijarvi, H.1997PA substance-theory-oriented approach to the implementation of Organizational DSS215Decision Support Systems203Organizational decision support systems, DSS development methodology, substance-oriented, managerial theories, descriptive-normative.1997~Organizational Decision Support Systems are general-purpose, multiple-user, large-scale systems that have a relatively definite, continuous and organized position in the planning and decision making processes of an organization and which are designed for a variety of organizational decisions. Because designing, developing, and implementing an ODSS is a more challenging task than that of one-function or one-user DSS, strong and clear methodological principles are needed to manage the development process. In this conceptual research a novel and comprehensive framework for the implementation of an organizational DSS is outlined. The proposed approach is a Substance-Theory-Oriented (STO) methodology to design and develop ODSS. According to the methodology, the emphasis in the implementation process is moved from technological aspects closer to managerial, substantive aspects. We believe that all phases of the development process can be supported by appropriate managerial theories. The central theme of this paper is to show that the managerial substance-theories can be used to direct what should be included in and how to develop an ODSS.1804?,Zopounidis, C. Doumpos, M. Matsatsinis, N.F.1997XOn the use of knowledge-based decision support systems in financial management: A survey259Decision Support Systems203decision support system, expert systems, finanical management, knowledge-based decision support systems, multicriteria decision aid.1997:This paper presents an extended survey of the application of knowledge-based decision support systems (KBDSSs) in financial management. KBDSSs originated from the combination of decision support systems with expert system (ES) technology. Thus, initially, the implementation of both decision support systems and ESs in several fields of financial management is discussed. The existing problems and limitations of these two approaches are outlined, and the new methodological framework based on the use of KBDSSs and its application in financial management are presented.5805 ?BGoul, M. Philippakis, A. Kiang, M.Y. Fernandes, D. Ontondo, R.1997{Requirements for the design of a protocol suite to automate DSS deployment on the World Wide Web: A client/server approach151Decision Support Systems193Odecision support system, internet protocol, distributed artificial intelligence1997The purpose of this paper is to propose and justify requirements for the design of a protocol suite for deploying and sharing Specific DSSs both within and across organizations by utilizing the World Wide Web (WWW) infrastructure and a client/server decomposition model. At the heart of the model proposed for the protocol suite is an approach for inter-agent communication as adapted from the distributed artificial intelligence literature. A modularized layered approach to protocol specification, and three sample client interfaces derived from the protocol are presented. Our approach is contrasted to alternative schemes for decision model access across wide area networks.5925?"Ba, S. Kalakota, R. Whinston, A.B.1997EUsing client-broker-server architecture for Intranet decision support171Decision Support Systems193>Decision support systems, Intranet, MIS broker, intermediation1997Electronic commerce is emerging as a key enabler in changing the way companies do business. This paper focuses on the aspects of electronic commerce that are pertinent to Intranet decision support and tries to develop the theory and technical requirements that will drive the implementation of such a decision support system. The main objective is to achieve information integration using the brokers, World Wide Web, and structured documents. The implementation of a prototype system is described and results from its usage are presented.5926i?&Bhargava, H.K. Krishnan, R. Muller, R.1997RDecision support on demand: Emerging electronic markets for decision technologies193Decision Support Systems1931997For the individual or organization wishing to employ a scientific approach in solving decision problems, there is a plethora of relevant concepts, methods, models, and software. Yet, relative to their potential or to peer software such as database technologies, decision technologies are little used in real-world decision making. We argue that at least some of the problems that restrict the use of decision technologies are rooted in the use of conventional market mechanisms to distribute them. We propose the development of electronic markets for decision technologies, and explain how features of modern information networks offer a solution to these problems. We present a framework for comparing alternative electronic markets for decision technologies, survey and analyze several such emerging markets, and present some details on our own research initiative - DecisionNet. A distinctive feature of DecisionNet is that it consists of software agents that perform - at the market level - functions (such as user accounting, billing and setting up the interface to a decision technology) that would otherwise need to be developed for each consumer, provider, or technology.1927?Jeusfeld, M.A. Bui, T.X.1997KDistributed decision support and organizational connectivity: A case study215Decision Support Systems193nDecision support system, distributed processing, Internet/Intranet, data and model repository, world wide web.1997While the Internet has been grabbing most of the attention of the information systems researchers and practitioners, online transaction processing systems still take the lion's share of business information systems. Although many Decision Support Systems (DSS) have been developed, they failed to become mainstream products due to their limited availability, applicability, and interoperability. In this paper, we propose a script language to make use of the vast resource of the Internet as a means (i) to better make DSS known to potential users, and (ii) to allow construction of DSS from DSS components stored on various Internet sites. With the proposed script language, we contend that DSS would have a greater potential of gaining a larger share of use among the business community. Contrasting to other approaches that advocate for a central clearinghouse of DSS components, we propose a bottom-up strategy, i.e., users and developers of DSS's cooperate in weaving a web of distributed DSS components to form a federated network of on-line DSS repositories. The purpose of the proposed script language is to ensure effective search of DSS components and rapid development and deployment of application-specific DSS. The proposed method is scalable to support distributed platforms using multiple processors and/or application domains. A case study derived from a real life application in a multi-national company is discussed to illustrate the proposed approach.1928?$Schniederjans, M.J. Carpenter, D.A.1996@A heuristic job scheduling decision support system: A case study159Decision Support Systems182Decision support system application, heuristic methodology, relational database problem, production systems, scheduling methodology, microcomputer application.1996The daily activity of establishing a job assignment schedule for each individual employee in a manufacturing setting can be quite a complex management task. Work rules, special work load requirements and absenteeism all act to compound the scheduling activity. Many organizations have tried to solve their scheduling problems by developing software systems to handle their daily scheduling decision making. The purpose of this paper is to describe the development of a unique heuristic-based scheduling software system. The scheduling system is presented in the context of a real world case study for a major US manufacturer who sponsored the scheduling system's development.1436?2Montazemi, A.R. Wang, F. Nainar, S.M.K. Bart, C.K.1996+On the effectiveness of decisional guidance181Decision Support Systems182MDSS impacts and evaluation, decision processes, cognitive cost-benefit theory1996 The objective of this study was to determine the impact on decision makers of two forms of computer support - suggestive guidance and informative guidance - on the problem formulation stage of judgmental tasks. Three hypotheses were postulated regarding the effectiveness of these two forms of guidance. The three hypotheses were tested in two experiments comprising two judgmental tasks of differing complexity. The task performance of 282 subjects provided the basis for the assessment of the two forms of computer support. In the first experiment, which had the less complex task, we found that the availability of DSS improved task performance. In this scenario, suggestive guidance was found to enable subjects to perform significantly better than those subjects using informative guidance. However, in the second experiment, which had the more complex task, subjects using informative guidance outperformed those who were either supported with a suggestive guidance or who received no-DSS support at all (i.e., only pencil and paper was used). No significant difference was demonstrated to exist between those who were supported with suggestive guidance and those who were not supported with DSS. The results are analyzed with respect to current findings in decision research.1434? Eom, S.B.1996yMapping the intellectual structure of research in decision support systems through author cocitation analysis (1971-1993)315Decision Support Systems164fDecision support systems, intellectual structure, bibliometrics, cocitation analysis, factor analysis.1996{This study applies factor analysis of an author cocitation frequency matrix derived from a database file that consists of a total of 23,768 cited reference records taken from 944 citing articles. Factor analysis extracted eleven factors consisting of six major areas of DSS research (group DSS, foundations, model management, interface systems, multicriteria DSS, and implementation) and five contributing disciplines (multiple criteria decision making, cognitive science, organizational science, artificial intelligence, and systems science). This research provides hard evidence that the decision support system has made meaningful progress over the past two decades and is in the process of solidifying its domain and demarcating its reference disciplines. Especially, much progress has been made in the subareas of model management such as representation, model base processing, model integration, and artificial intelligence application to model management leading towards the development of a theory of models. To facilitate the transition from the pre- to post-paradigm period in DSS research, this study has completed important groundwork.7942$?Lim, J.S. O'Connor, M.1996CJudgmental forecasting with interactive forecasting support systems339Decision Support Systems164]Forecasting support systems, judgmental forecasting, information acquisition and utilisation.1996With an increasing use of DSS / EIS, managers are often required to process information coming from a variety of sources in making a final decision. However, we have little understanding of the efficiency with which people select and use the multiple pieces of information. This issue was examined under various conditions using a DSS in a forecasting task where multiple items of information were displayed on request in an interactive manner. Results indicate that overall people underacquired information. Moreover, people often selected less-reliable information. This sub-optimal behaviour did not diminish over time (it became worse). But an aggregation DSS was helpful at the task. This suggests that people seemed to have a problem in aggregating multiple pieces of information. It was also found that the independent preparation of an initial forecast improved forecast accuracy significantly. Perhaps, forecasters may prepare the initial forecast independently and use decision aids for the subsequent tasks of the forecasting process.7943?"Basnet, C. Foulds, L. Igbaria, M.1996OFleetManager: a microcomputer-based decision support system for vehicle routing195Decision Support Systems163jVehicle scheduling, milk tanker routing, decision support systems, microcomputer application, New Zealand.1996LWe report on a decision support system (DSS) that recommends solutions to a particular version of the vehicle routing problem occurring in the New Zealand dairy industry. FleetManager is a DSS developed for use by New Zealand milk tanker scheduler