Abstract
Studies of specific decisions and general studies of decision making have indicated the potential benefits of computer support for decision making. These potential benefits can be divided into two categories: displaced cost and added value.
- Ackoff, R. L. Management misinformation systems. Management Science 14, 4 (December 1967), B147--B156.Google ScholarDigital Library
- Alter, S. L., A study of computer-aided decision making in organizations. Unpublished dissertation, Massachusetts Institute of Technology, Cambridge, Mass., June 1975.Google Scholar
- Anthony, R. N. Planning and Control Systems: A Framework for Analysis Graduate School of Business Administration Harvard University, Boston, Mass., 1965.Google Scholar
- Brady, R. H. Computers in top-level decision making. Harvard Business Review, July-August 1967, 67--76.Google Scholar
- Canning, R. G. (ed.). APL and Decision Support Systems. EDP Analyzer 14, 5 (May 1976), 1--12.Google Scholar
- Carlson, E. D., Using large data bases for interactive problem solving. Proceedings of the International Conference on Very Large Data Bases 1, 1. ACM, New York. 1976, 499--501.Google Scholar
- Carlson, E. D., et al. The design and evaluation of an interactive geo-data analysis and display system. Information Processing 74. North Holland Publishing Company, Amsterdam, 1974, 1057--1061.Google Scholar
- Carlson, E. D. and Sutton, J. A. A case study of nonprogrammer interactive problem solving. IBM Research Report RJ1382. IBM Research Division, San Jose, CA, April 1974.Google Scholar
- Churchill, N. C., Kempster, J. H. and Uretsky, M. Computer-Based Information Systems for Management: A Survey. National Association of Accountants, New York, 1969.Google Scholar
- "Corporate war rooms plug into the computer" Business Week, August 23, 1976, 65--66.Google Scholar
- Cyert, R. M. and March, J. G., A Behavioral Theory of the Firm. Prentice-Hall, Englewood Cliffs, N.J., 1963.Google Scholar
- Cyert, R. M., Simon H. A., and Throw. Observation of a business decision. Journal of Business 29, (1956) 237--248.Google ScholarCross Ref
- Eason, K. D. Understanding the naive computer user. The Computer Journal 19, 1 (February 1976), 3--7.Google ScholarCross Ref
- Emery, J. C. An overview of management information systems. DATA BASE 5, 2--4 (December 1973), 1--11.Google ScholarDigital Library
- Gerrity, T. P. Jr., Design of man-machine decision systems: an application to portfolio management. Sloan Management Review 14, (Winter 1971). 59--75.Google Scholar
- Gordon, L. A., Miller D., and Mintzberg, H. Normative Models in Managerial Decision Making. National Association of Accountants, New York, 1975.Google Scholar
- Gorry, G. A. and Scott Morton, M. S. A framework for management inforamation systems. Sloan Management Review 13, (Fall 1971), 55--70.Google Scholar
- Grace, B. F. A case study of man/computer problem-solving: observations on interactive formulation of school attendance boundaries. IBM Research Report RJ 1483, IBM Research Division, San Jose, Ca., February 1975.Google Scholar
- Grace, B. F. Training users of a decision support system. IBM Research Report RJ 1790. IBM Research Division, San Jose, CA., May 1976.Google Scholar
- Lindblom, C. E. The Science of muddling through, Public Administration Review 19, (1959), 79--88.Google ScholarCross Ref
- Little, J. D. C. Models and managers: the concept of a decision calculus. Management Science 16, 8 (April 1970), B-466-B-485.Google ScholarDigital Library
- Lucas, H. C. Why Inforamtion Systems Fail. Columbia University Press, New York, 1975.Google Scholar
- McKenney, J. L. and Keen P. G. W. How managers minds work. Harvard Business Review, May-June 1974, 79--90.Google Scholar
- Mintzberg, H. The Nature of Managerial Work. Harper and Row, New York 1973.Google Scholar
- Mintzberg, H., Raisinghani, D., and Théoret, A. The structure of "unstructured" decision processes. Administrative Science Quarterly, 21 (June 1976), 246--275.Google ScholarCross Ref
- Newell, A. and Simon, H. A. Human Problem Solving. Prentice-Hall, Inc. Englewood Cliffs, N. J., 1972. Google ScholarDigital Library
- Nickerson, R. S. and Feehrer, C. E. Decision making and training. BBN Report No. 2982. Bolt Beranek and Newman, Inc., Cambridge, Mass., July 1975.Google Scholar
- Scott Morton, M. S. Management Decision Systems. Graduate School of Business Administration, Harvard University, Boston, Mass., 1971.Google Scholar
- Simon, H. A. The New Science of Management Decisions. Harper and Row, New York, 1960. Google ScholarDigital Library
- Stabell, C. B. Individual differences in managerial decision making processes. Unpublished Ph.D. dissertation. M.I.T. Sloan School of Management, September 1974.Google Scholar
- Time Sharing Information Services, Inc., American Airlines Information Management System: Development, history, and return on investment. Time Sharing Today 3, 4 and 5 (July-August 1972), 1--15.Google Scholar
Index Terms
- An approach for designing decision support systems
Recommendations
Decision Support Systems: Directed and Nondirected Change
<P>The Decision Support Systems (DSS) literature is in general agreement that use of DSS leads to individual and organizational change, but there is no consensus as to whether DSS and their designers serve as agents for directed or nondirected change. ...
An Information Systems Approach to Support Decision Makers Selecting Group Decision Processes
CRIWG '00: Proceedings of the 6th International Workshop on GroupwareThis paper describes a support system for group decision-making. The system is based on a database of typical decision cases and also an underlying model of the group decision process. The model serves to organize the way users interact with the ...
Consensus-based decision support for multicriteria group decision making
Consensus decision making is complex and challenging in multicriteria group decision making due to the involvement of several decision makers, the presence of multiple, and often conflicting criteria, and the existence of subjectiveness and imprecision ...
Comments