Information and Management
The effect of decision support system expertise on system use behavior and performance
Information and Management
Understanding decision-support effectiveness: a computer simulation approach
IEEE Transactions on Systems, Man, and Cybernetics, Part A: Systems and Humans - Special section: Best papers from the 2007 biometrics: Theory, applications, and systems (BTAS 07) conference
How Incorporating Feedback Mechanisms in a DSS Affects DSS Evaluations
Information Systems Research
Evaluating decision making performance in the GDSS environment using data envelopment analysis
Decision Support Systems
Assessing Screening and Evaluation Decision Support Systems: A Resource-Matching Approach
Information Systems Research
User satisfaction with Web-based DSS: The role of cognitive antecedents
International Journal of Information Management: The Journal for Information Professionals
Help that is not recognized: Harmful neglect of decision support systems
Decision Support Systems
Assessing the perception of information components in financial decision support systems
Decision Support Systems
Measuring the perceived effectiveness of decision support systems and their impact on performance
Decision Support Systems
International Journal of Information Systems and Social Change
Explaining data-driven document classifications
MIS Quarterly
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We study the process by which model-based decision support systems (DSSs) influence managerial decision making in the context of marketing budgeting and resource allocation. We focus on identifyingwhether andhow DSSs influence the decision process (e.g., cognitive effort deployed, discussion quality, and decision alternatives considered) and, as a result,how these DSSs influence decision outcomes (e.g., profit and satisfaction both with the decision process and the outcome). We study two specific marketing resource allocation decisions in a laboratory context: sales effort allocation and customer targeting. We find that decision makers who use high-quality, model-based DSSs make objectively better decisions than do decision makers who only have access to a generic decision tool (Microsoft Excel). However, their subjective evaluations (perceptions) of both their decisions and the processes that lead to those decisions do not necessarily improve as a result of DSS use. And expert judges, serving as surrogates for top management, have a difficult time assessing the objective quality of those decisions.Our results suggest that what managers get from a high-quality DSS may be substantially better than what they see. To increase the inclination for managerial adoption and use of DSS, we must get users to "see" the benefits of using a DSS. Our results also suggest two ways to bridge the perception-reality gap: (1) improve the perceived value of the decision process by designing DSSs both to encourage discussion (e.g., by providing explanation and support for alternative recommendations) as well as to reduce the perceived complexity of the problem so that managers invest more cognitive effort in exploring additional options and (2) provide feedback on the likely market/business outcomes of various decision options.