Decision support system effectiveness: a review and an empirical test

Article Abstract:

The results of prior studies of the effectiveness of decision support systems (DSS) are reviewed. The effectiveness of DSS-aided decision making is examined by comparing the results of DSS users and non-DSS users over an eight week period. The research subjects who used DSS made significantly more effective decisions than the subjects that did not have access to DSS. The groups using DSS did take more time to make decisions at the start of the study than the non-DSS users, but decision making times were the same after a few weeks. The DSS users explored more alternatives and showed more confidence in their decisions than did the non-DSS users, but the differences were not statistically significant.

Management, Decision support systems

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Decision analysis: practice and promise

Article Abstract:

Decision making analysis has moved from a completely theoretical stand point to a position of increased application and usefulness. Major improvements and innovations have been made in techniques for evaluating, eliciting, and formulating decision problems. Some of the useful tools and techniques that have been developed for the application of decision analyses include: strategy-generation tables; influence diagrams; clarity tests; and generic risk attitude measures.

Uncertainty

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Research opportunities in the decision and management sciences

Article Abstract:

The Decision and Management Sciences Program of the National Science Foundation (NSF) provides funding for research in the areas of operations research and management science. An NSF workshop held in Dallas in 1984 identified the following areas as being promising fields for research: measurement-based models of operational processes, decision support, choice theory, and risk behavior. The NSF is especially interested in cross-disciplinary research projects.

Admin. of general economic programs, Finance, United States. National Science Foundation

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