An Assessment of the Concept of Decision Support Systems as Viewed by Senior-Level Executives
This article describes a study performed to (1) investigate senior executives’ perceptions of decision support systems concepts, and (2) identify executives’ needs and desired benefits related to decision support systems. A serious of indepth interviews were conducted with senior-level industrial executives. The findings suggest three guidelines for the design of effective decision support systems: (1) executive users should be directly involved in the development and evaluation of the initial design concept, (2) if possible, a prototype should be built before developing the full-scale system, and (3) the decision support system should provide capabilities for complexity coping, conflict resolution, and uncertainty reduction.
|Keywords||decision support systems, executives’ requirements for decision support|