An AHP model of DSS effectiveness
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1999 Operational Research Society Ltd. All rights reserved 0960-085X/99 $12.00 http://www.stockton-press.co.uk/ejis
An AHP model of DSS effectiveness GA Forgionne Information Systems Department, University of Maryland Baltimore County, Catonsville, MD 21250, USA Empirical studies have reported equivocal, or even dysfunctional, results from the use of decision support systems (DSS). Recent examples are the Davis, Kottemann, and Remus production planning experiments. According to the researchers, these experiments demonstrate that DSS what-if analysis creates an ‘illusion of control’ that causes users to overestimate its effectiveness. Such experimental findings are contrary to case-supported DSS theory. This paper examines the discrepancy. It first overviews the decision-making process, presents a generic DSS, identifies the theoretical role of the DSS in improving decision making, develops a multiple criteria model of DSS effectiveness, and gives a DSS for delivering the model to users. Illustrating with recent empirical investigations and the Davis, Kottemann, and Remus studies, the DSS-delivered model is used to reconcile the incongruity between the experimental findings and the casesupported theory. The paper concludes with a discussion of the article’s implications for information systems research and practice.
Introduction By coupling the intellectual resources of users with the capabilities of the computer, decision support systems (DSS) are expected to improve the quality of decisions. Many case studies support the theory by showing that decision support systems have improved the management of various public and private enterprises (Turban, 1993; Mallach, 1994). Yet, empirical studies have reported equivocal, and sometimes even dysfunctional, effects from using decision support systems in experimental situations (Benbasat & Nault, 1990). These results persist across decision situations and DSS-delivered decision-aiding techniques. Tables 1 and 2 summarise some of the experimental studies. As Tables 1 and 2 illustrate, most empirical studies have focused on either outcome or process tests. For the dual-test experiments, the outcome measure typically was limited to organizational performance. This varied focus reflects the diversity of research orientations, issues addressed, problems supported, and tools used during the experiments. More importantly, these studies demonstrate that no single DSS evaluation model has been applied consistently across the experiments. The lack of a comprehensive and uniformly-used DSS evaluation model may account for the incongruity between case-supported DSS theory and experimental findings. This paper addresses this issue. It first overviews the decision-making process, presents a generic DSS, identifies the theoretical role of the DSS in improving decision making, develops a multiple criteria model of DSS effectiveness, and gives a DSS for delivering the model to users. Illustrating with recent empirical investi-
gations and the Davis, Kottemann, and Remus studies, the DSS-
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