Information Resource Management: Opportunities and Strategies for the 1980s
Information Resource Management: Opportunities and Strategies for the 1980s
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Decision support systems were a major force that ended the monopoly of information processing resources once held by the traditional corporate data processing function. In order to gain direct access to the data and models that the decision makers needed but could not get from data processing, users increasingly turned to the microprocessor and the use of timesharing from outside vendors. This created a proliferation of information technology to support management decisions. During the very early history of this move toward decision support systems, the corporate data processing function remained focused on its initial mission of processing accounting transactions. This paper traces the next stage in the management of decision support systems, whereby both corporate data processing, or the information systems function, and the user share the responsibility for decision support as a team. This new integration of the information systems function and users provides an extraordinary improvement in the effectiveness of decision support via the sharing of data and modeling; the integration of decision makers' and corporate functions; and the teaming of information systems professionals knowledgeable in the technology with users who are experts in the management of the business. A case study demonstrates the effectiveness of this integration between information systems and the users and the management of corporate decision support services.