Examining The Implications Of Process And Choice For Strategic Decision Making Effectiveness
International Journal of Decision Support System Technology, 2(3), 1-15, July-September 2010 1
Examining the Implications of
Process and choice for Strategic decision Making Effectiveness
Paul L. Drnevich, The University of Alabama, USA
Thomas H. Brush, Purdue University, USA
Alok Chaturvedi, Purdue University, USA
AbStrAct
Most strategic decision-making (SDM) approaches advocate the importance of decision-making processes and response choices for obtaining effective outcomes. Modern decision-making support system (DMSS) technology is often also needed for complex SDM, with recent research calling for more integrative DMSS approaches. However, scholars tend to take disintegrated approaches and disagree on whether rational or political decision-making processes result in more effective decision outcomes. In this study, the authors examine these issues by first exploring some of the competing theoretical arguments for the process-choice-effectiveness relationship, and then test these relationships empirically using data from a crisis response training exercise using an intelligent agent-based DMSS. In contrast to prior research, findings indicate that rational decision processes are not effective in crisis contexts, and that political decision processes may negatively influence both response choice and decision effectiveness. These results offer empirical evidence to confirm prior unsupported arguments that response choice is an important mediating factor between the decision-making process and its effectiveness. The authors conclude with a discussion of the implications of these findings and the application of agent-based simulation DMSS technologies for academic research and practice.
Keywords:
Agent Software, Agent Technology, Decision Support Systems (DSS), Distributed DecisionMaking Systems, Knowledge Management, Security Management, Strategic Planning
IntroductIon
Strategic decision-making (SDM) involves the methods and practices organizations use
to
Examining the Implications of
Process and choice for Strategic decision Making Effectiveness
Paul L. Drnevich, The University of Alabama, USA
Thomas H. Brush, Purdue University, USA
Alok Chaturvedi, Purdue University, USA
AbStrAct
Most strategic decision-making (SDM) approaches advocate the importance of decision-making processes and response choices for obtaining effective outcomes. Modern decision-making support system (DMSS) technology is often also needed for complex SDM, with recent research calling for more integrative DMSS approaches. However, scholars tend to take disintegrated approaches and disagree on whether rational or political decision-making processes result in more effective decision outcomes. In this study, the authors examine these issues by first exploring some of the competing theoretical arguments for the process-choice-effectiveness relationship, and then test these relationships empirically using data from a crisis response training exercise using an intelligent agent-based DMSS. In contrast to prior research, findings indicate that rational decision processes are not effective in crisis contexts, and that political decision processes may negatively influence both response choice and decision effectiveness. These results offer empirical evidence to confirm prior unsupported arguments that response choice is an important mediating factor between the decision-making process and its effectiveness. The authors conclude with a discussion of the implications of these findings and the application of agent-based simulation DMSS technologies for academic research and practice.
Keywords:
Agent Software, Agent Technology, Decision Support Systems (DSS), Distributed DecisionMaking Systems, Knowledge Management, Security Management, Strategic Planning
IntroductIon
Strategic decision-making (SDM) involves the methods and practices organizations use
to