Abstract
Examines the effects of decision unstructuralness (unstructuredness + noisiness) on decision‐support systems (DSS) adoption. Suggests that end‐users are sensitive to “unstructuralness” when they select a decision support approach. Problem structuring at the intelligence phase generates the first signal about DSS usefulness. If this signal is in favour of DSS, the manager either immediately adopts the DSS, or performs problem solving at the design phase. At this phase a new signal will be generated thus, confirming or denying DSS usefulness. This confirms that problem structuring prevails in making the DSS adoption decision. That is, in making the DSS adoption decision, priority is given to problem structuring in the intelligence phase.
Subject
Industrial and Manufacturing Engineering,Strategy and Management,Computer Science Applications,Industrial relations,Management Information Systems
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