A framework for interpreting decision support system use in organisations
Journal of Systems and Information Technology
ISSN: 1328-7265
Article publication date: 1 December 1997
Abstract
Traditional definitions of decision support systems emphasise their support role in individual decision making and utilise notions of rational choice. By considering decisions as an organisational activity, the interpretation of decision support systems use in organisations can move beyond this technical rational understanding, to include potential political and legitimating roles for these systems. These three possible interpretations are discussed in relation to the implementation of a large decision support system in a local government context described by Dutton (1981). In its technical role, the system was used as part of a rational planning agenda. However, the system was clearly also used politically, to promote particular interests and as a lever in negotiations between various groups. Part of the appeal of the decision support system was the appearance of rationality and technical neutrality that it gave to the planning and decision making process, and the legitimation it provided with external constituents. The paper concludes that an unquestioning acceptance of the technical received view of decision support system use is limiting, and that a more reflective approach to their development, implementation and use is required.
Keywords
Citation
Doolin, B. (1997), "A framework for interpreting decision support system use in organisations", Journal of Systems and Information Technology, Vol. 1 No. 2, pp. 1-22. https://doi.org/10.1108/13287269780000735
Publisher
:MCB UP Ltd
Copyright © 1997, MCB UP Limited