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Decision Support Systems: Directed and Nondirected Change

Author

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  • Mark S. Silver

    (Anderson Graduate School of Management, University of California at Los Angeles, Los Angeles, California 90024)

Abstract

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. Researchers have proceeded from two different sets of premises, drawing different conclusions about the nature of DSS. This paper considers both views, examining how differences in designers' attitudes toward change agency ought to be manifest in the features of the DSS they implement. Two attributes of DSS, “system restrictiveness” and “decisional guidance,” are discussed as the basis for understanding differences in DSS following from differences in designer attitudes toward change. Using these two attributes, four DSS strategies for directed change and five strategies for nondirected change are presented.

Suggested Citation

  • Mark S. Silver, 1990. "Decision Support Systems: Directed and Nondirected Change," Information Systems Research, INFORMS, vol. 1(1), pages 47-70, March.
    • Handle: RePEc:inm:orisre:v:1:y:1990:i:1:p:47-70
    DOI: 10.1287/isre.1.1.47
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    Citations

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    Cited by:

    1. I Millet & J L Gogan, 2006. "A dialectical framework for problem structuring and information technology," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 57(4), pages 434-442, April.
    2. Yigitbasioglu, Ogan M. & Velcu, Oana, 2012. "A review of dashboards in performance management: Implications for design and research," International Journal of Accounting Information Systems, Elsevier, vol. 13(1), pages 41-59.
    3. Youngjin Kim & Starr Roxanne Hiltz & Murray Turoff, 2002. "Coordination Structures and System Restrictiveness in Distributed Group Support Systems," Group Decision and Negotiation, Springer, vol. 11(5), pages 379-404, September.
    4. Lilien, G.L. & Rangaswamy, A. & Starke, K. & van Bruggen, G.H., 2001. "How and Why Decision Models Influence Marketing Resource Allocations," ERIM Report Series Research in Management ERS-2001-33-MKT, Erasmus Research Institute of Management (ERIM), ERIM is the joint research institute of the Rotterdam School of Management, Erasmus University and the Erasmus School of Economics (ESE) at Erasmus University Rotterdam.
    5. Mălăescu, Irina & Sutton, Steve G., 2015. "The effects of decision aid structural restrictiveness on cognitive load, perceived usefulness, and reuse intentions," International Journal of Accounting Information Systems, Elsevier, vol. 17(C), pages 16-36.
    6. Wm. David Salisbury & Michael Parent & Wynne W. Chin, 2008. "Robbing Peter to Pay Paul: The Differential Effect of GSS Restrictiveness on Process Satisfaction and Group Cohesion," Group Decision and Negotiation, Springer, vol. 17(4), pages 303-320, July.
    7. Glover, Steven M. & Prawitt, Douglas F. & Spilker, Brian C., 1997. "The Influence of Decision Aids on User Behavior: Implications for Knowledge Acquisition and Inappropriate Reliance," Organizational Behavior and Human Decision Processes, Elsevier, vol. 72(2), pages 232-255, November.
    8. Kayande, U. & de Bruyn, A. & Lilien, G.L. & Rangaswamy, A. & van Bruggen, G.H., 2006. "How Feedback Can Improve Managerial Evaluations of Model-based Marketing Decision Support Systems," ERIM Report Series Research in Management ERS-2006-039-MKT, Erasmus Research Institute of Management (ERIM), ERIM is the joint research institute of the Rotterdam School of Management, Erasmus University and the Erasmus School of Economics (ESE) at Erasmus University Rotterdam.
    9. Gary L. Lilien & Arvind Rangaswamy & Gerrit H. Van Bruggen & Katrin Starke, 2004. "DSS Effectiveness in Marketing Resource Allocation Decisions: Reality vs. Perception," Information Systems Research, INFORMS, vol. 15(3), pages 216-235, September.
    10. Orlikowski, Wanda J. (Wanda Janina). & Robey, Daniel., 2003. "Information technology and the structuring of organizations," Working papers no. 220, Massachusetts Institute of Technology (MIT), Sloan School of Management.
    11. Vetschera, Rudolf & Walterscheid, Heinz, 1993. "A process-oriented framework for the evaluation of managerial support systems," Discussion Papers, Series I 264, University of Konstanz, Department of Economics.
    12. Ujwal Kayande & Arnaud De Bruyn & Gary L. Lilien & Arvind Rangaswamy & Gerrit H. van Bruggen, 2009. "How Incorporating Feedback Mechanisms in a DSS Affects DSS Evaluations," Information Systems Research, INFORMS, vol. 20(4), pages 527-546, December.
    13. Goodwin, Paul & Fildes, Robert & Lawrence, Michael & Stephens, Greg, 2011. "Restrictiveness and guidance in support systems," Omega, Elsevier, vol. 39(3), pages 242-253, June.

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