An Empirical Investigation into Decision Support Environments: Findings and Considerations

The environment in which a DSS is developed can have a significant impact on the development and satisfaction provided by the DSS. A questionnaire was sent to nonacademic TIMS members in an attemmpt to identify specific DSS environments, the capabilities provided by these DSS, and environmental factors that significantly influenced the DSS environment. This paper presents the results of this investigation. 1. ]NTRODUCTION were different from earlier computerized systems in that emphasis was on decision making effectiveness rather than The development of decision support systems (DSS) is a operational efficiency. The late 19703 saw the DSS movecomplex process that has been investigated by many rement begin to emphasize interactive computer-based syssearchers. Many methods, including prototyping and tems that helped decision makers utilize databases and systems life cycle, have been suggested for developing models to solve semi-structured and unstructured problems. DSS. Each method has strengths and weaknesses that are The 1980s saw computer-based systems employing a appropriate for certain DSS applications. Typically, these variety of new technologies to improve the effectiveness of techniques have not adequately taken the role of the DSS or managerial and professional decision makers. Emphasis environment in which the DSS is developed into considerwithin DSS development shifted toward providing the ation (Ariav and Ginzberg 1985). In order to insure that decision maker with balanced support in the areas of the needs of the DSS user are meet, it is critical to identify decision making, design, and implementation of DSS (Keen the specific environment in which the DSS is developed 1987). and the role the DSS is to perform within that environment During the past two decades, there has been considerable The first part of this paper identifies specific DSS strucdisagreement as to what specifically constitutes a DSS tures. A DSS structure, for the purpose of this study, is (Alter 1980; Bonczek, Holsapple, and Whinston 1980; defined as a DSS that provides a specific set of capabilities Ginzberg and Stohr 1982; Keen 1987; Kroeber and Watson to the DSS user. The second part of the paper identifies 1986; Remus and Kottemann 1987; Sprague and Carlson key environmental factors that can significantly influence 1982). Currently, there seems to be a consensus that DSS the structure of the DSS identified in the first part of the is composed of three interrelated components: he data paper. The third part presents a framework that can be management, the model management, and the dialogue used for the development of DSS. The framework is based management components. Each component provides speon general systems theory and the structural composition of cific capabilities to the decision maker and improves the the DSS investigated in Lhis study. effectiveness with which he/she works. Past DSS research has focused on specific sets of related 1 STUDY BACKGROUND issues. Several studies have dealt with the nature of decision situations and the type of services provided by DSS During the early 1970s, DSS emerged as a practical ap(Gorry and Scott Morton 1971; Little 1970); others have proach for applying computers and information to the examined components, tools, and technologies needed to decision problems faced by management. These early DSS provide decision support services (Bonczek, Holsapple, and