A Theoretical Framework for the Idenfication of the Role of IT in the Support to Decision Making

Decision making is still one of the most critical and central activities performed in organizations (Simon, 1960; 1997; Ackoff, 1962). Any effort that improves the effectiveness and efficiency of the process is likely to have positive impacts on organizational intelligence and performance (Huber, 1990; Mora & Cervantes, 1999). Computer Based Information Systems (CBIS) have been used to support operational, management and decision making activities. Transaction Processing Systems (TPS) are useful to support operational tasks and the automation of highly structured decisions. Management Information Systems (MIS) are useful to support the management of operational activities and the decision making process for routine structured decisions (Kroeber & Watson, 1988; Davis & Olson, 1990). These systems, however, are insufficient to support modern complex, semi and ill structured business decision problems. The gap in requisite support has stimulated the development of additional information systems called Decision Making Support Systems (DMSS) (Forgionne, Mora, Cervantes & Kohli, 2000).