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Management control of complex, mission‐critical processes

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  • William E. Spangler
  • James M. Peters

Abstract

Because the failure of complex, mission‐critical systems—such as certain process control and manufacturing operations—can be exceptionally costly to an organization, appropriate management control of these systems is imperative. This paper presents a theory of management control of complex systems that is the potential basis for an intelligent DSS, which would be capable of supporting human agents monitoring complex systems. The theory is derived from field studies of agent decision making under procedural guidance, and it focuses on the most crucial—and interesting—aspect of agent behavior, i.e. the decision to deviate from a procedure when the procedure is considered detrimental to the achievement of organizational goals. The theory is instantiated in a computer model of the agents' decision processes. The computer model in turn embeds a simulation of the agents' situation and goal assessment processes that produce procedural non‐compliance. © 2000 John Wiley & Sons, Ltd.

Suggested Citation

  • William E. Spangler & James M. Peters, 2000. "Management control of complex, mission‐critical processes," Intelligent Systems in Accounting, Finance and Management, John Wiley & Sons, Ltd., vol. 9(3), pages 175-193, September.
    • Handle: RePEc:wly:isacfm:v:9:y:2000:i:3:p:175-193
    DOI: 10.1002/1099-1174(200009)9:33.0.CO;2-1
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    Cited by:

    1. Daniel E. O'Leary, 2009. "Downloads and citations in Intelligent Systems in Accounting, Finance and Management," Intelligent Systems in Accounting, Finance and Management, John Wiley & Sons, Ltd., vol. 16(1‐2), pages 21-31, January.

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