DMSS Implementation Research

Joint Conference on Information Sciences, 2002

Annals of Information Systems, 2010

2014

Many studies have demonstrated the impact of information technology (IT) on decisionmaking but few have used decision-making process performance (DMPP) as a dependent variable. Our study proposes a rich formative conceptualization of DMPP, a valid and reliable measure for this construct, and studies its influence on the quality of decision making. The results show that DMPP is a formative second-order aggregate construct composed of procedural rationality, exhaustivity of the information analyzed, openness of spirit, and effort. This study illustrates the importance of building proper definitions of constructs and contributes to the development of shared meaning in IS.

JOURNAL OF MECHANICS OF CONTINUA AND MATHEMATICAL SCIENCES, 2020

Management Information System (MIS) is the use of information technology, people, and business processes to record, store and process data to produce datadriven information that helps managers to derive decisions for the organizations. The decision is consciously taken from a variety of alternatives and the consent of many is based on the goal of achieving the desired outcome. MIS can be defined as a collection of systems, hardware, procedures, and people that all work together to process, store, and produce information that is useful to the organization. It is an important system for every organization that needs to have to ensure they remain competitive in the market. However, not all MIS fulfil the requirements from stakeholders. Some have failed to do so due to several factors such as poor requirement design or improper training to the users. Therefore, in this study, the paper focus to identify the key criteria that contribute to effectiveness in developing the "fit" MIS based on previous studies. The criteria discussed in detail by hoping this find out will become major guidelines to create a good MIS.

2017

The implementation processes management systems generate phenomena of resistance to change, which can affect decision making in organizations and the normal development of their activities. The eagerness to carry out processes of implementation of management systems without due internal analysis, from the products that affect the organizations, has generated disadvantages that affect the economic and organizational stability. Previous studies indicate that there is still much debate about the impact of the implementation of management systems on the productivity of companies, similarly studies have been developed on the need to continuously improve the organization's inside in terms of organizational communication and organizational change, to the effective taking of decisions. In order to analyze the elements that affect the implementation of management systems and productivity and competitiveness, a review was made regarding the application of the PROACT method (Problem Object...

rganizations need to present new and unique services with low price, to survive in today's competitive and complex environment; however it should has a desired benefit for them. Many companies have to seek some solutions for predicting and reducing their costs, to ensure that their products and services with current quality and price will be successful in the market. Given that many decisions in business and economic institutions have not been organized, and considering the fact that one of the important features of decision support system is solving unstructured problems, so this system can have an appropriate performance in these affairs. Hence, this paper at first attempts to consider the concept of decision support system and its capabilities in the organizations, and then examine the impact of implementation this system on predicting and reducing costs of organizations. According to the discussions it can be concluded that implementation of decision support system has a positive impact on predicting and reducing operational, personnel, and staff costs, and also those costs which are resulted from irrelative and inaccurate information. At the end, according to the obtained results, a series of suggestions are presented to improve the process of implementing this system in the organizations

The International Journal of Management Science and Business Administration, 2015

Management Information Systems (MIS) are widely used in big corporations to collect, organize, filter and present data, resulting in more effective decision-making. Through use of MIS, individuals shape the way how they make decisions. In our study, we posit that utilization of MIS in the decision-making process impacts the decision support capabilities of systems. The use of MIS develops speed, quality, and other features of decision-making. Moreover, improvement in decision-making is aimed to ensure customer satisfaction and good business results. All MIS strategies should therefore be tailored in a way that the all business goals are achieved.

Management Information Systems (MIS) is the key factor to facilitate and attain efficient decision making in an organization. This research explores the extent to which management information systems implemented to make successful decisions at two selected financial organizations. The research examined whether the selected financial institutions of Bahrain vary as to the use of Management Information Systems leadership of decision making for strategic and tactical planning purposes. The research adapted the quantitative research design to examine two research hypotheses. A total of 190 forms were equally distributed to those who are working at different management levels at the selected organizations. The results of the research showed that MIS was primarily used to enhance strategic planning in both financial institutions. The regression analysis revealed that Tactical planning is found to have no effect on Decision Making, while Strategic planning has a clear effect on the Decision Making Effectiveness in both organizations.

Decision Sciences, 1992

The results of a field study investigating the determinants of decision support systems (DSS) success are presented. A multivariate model was developed and tested using multiple regression hierarchical analysis on responses from 118 DSS users. Several specific hypotheses are also proposed and tested. Data analyses indicate that DSS success, as measured by DSS satisfaction and perceived benefits, depends on several factors: previous user experience with DSS, user involvement, user training, top management support, information sources, the level of managerial activity, and task structure, difficulty and interdependence. Based on the research results, several suggestions are made to improve the likelihood of successful DSS implementation.