Skip to main content
Log in

A multiperspective systems-based framework for decision support systems design

  • Papers
  • Published:
Systems practice Aims and scope Submit manuscript

Abstract

This paper reviews the dominant approaches to the design of decision support systems with reference to recent developments in information technology. The complexities and difficulties of the various developments are also discussed and their implications explored. A multiperspective, systems-based framework is presented which aims to lessen these difficulties. The framework is based on the theory and concepts of critical systems thinking.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Similar content being viewed by others

References

  • Ackoff, R. L. (1981).Creating the Corporate Future, John Wiley, New York.

    Google Scholar 

  • Andriole, S. J. (ed.) (1986).Microcomputer Decision Support Systems: Design, Implementation, and Evaluation, QED Information Sciences, Wellesley, MA.

    Google Scholar 

  • Argyris, C. (1990).Overcoming Organization Defense: Facilitating Organizational Learning, Allyn and Bacon, London.

    Google Scholar 

  • Ariav, G., and Ginzberg, M. J. (1985). Decision design—A systemic view of decision supportCommun. ACM 28(10), 1045–1052.

    Google Scholar 

  • Beer, S. (1972).Brain of the Firm, Allen Lane, Penguin, London.

    Google Scholar 

  • Checkland, P. B. (1981).Systems Thinking, Systems Practice, Chichester, Wiley.

    Google Scholar 

  • Child, J. (1980) The contribution of organization structure. In Lockett, M., and Spear, R. (eds.),Organizations as Systems, Open University Press, Article 9.

  • Churchman, C. W. (1979).The System Approach, Dell, New York.

    Google Scholar 

  • Drucker, P. F. (1989).The New Realities, Harper & Row, New York.

    Google Scholar 

  • Eden, C.,et al. (1983).Messing About in Problems, Macmillan, London.

    Google Scholar 

  • Eom, H. B., and Lee, S. M. (1990) A survey of decision support system applications (1971–April 1988).Interfaces 20, 65–79.

    Google Scholar 

  • Flood, R. L., and Jackson, M. C. (1991).Creative Problem Solving: Total Systems Intervention, John Wiley & Sons, Chichester.

    Google Scholar 

  • Habermas, J. (1972).Knowledge and Human Interests, Heinemann, London.

    Google Scholar 

  • Harrington, J. (1991).Organizational Structure and Information Technology, Prentice-Hall, Englewood Cliffs, NJ.

    Google Scholar 

  • Henderson-Sellers, B. (1992).A Book of Object-Oriented Knowledge: Object-Oriented Analysis, Design and Implementation: A New Approach to Software Engineering, Prentice-Hall, Englewood Cliffs, NJ.

    Google Scholar 

  • Ho, J. K. K., and Sculli, D. (1992). OR and the design of decision support systems. The Second Conference of the OR Society of Hong Kong Proceedings, May 27, pp. 54–63.

  • Hopple, G. W. (1988).The State of the Art in Decision Support Systems, QED Information Sciences, QED Plaza, Wellesley, MA.

    Google Scholar 

  • Jackson, M. C. (1991).Systems Methodology for the Management Sciences, Plenum Press, New York.

    Google Scholar 

  • Jackson, M. C., and Keys, P. (1984). Towards a system of systems methodologies.J. Oper. Res. Soc. 35(6), 473–486.

    Google Scholar 

  • Mason, R. O., and Mitroff, I. I. (1981).Challenging Strategic Planning Assumptions, John Wiley, New York.

    Google Scholar 

  • Morgan, G. (1986).Images of Organization, Sage, Beverly Hills, CA.

    Google Scholar 

  • Opper, S., and Weiss, H. F. (1992).Technology for Teams: Enhancing Productivity in Networked Organizations, Van Nostrand Reinhold, New York.

    Google Scholar 

  • Paton, R., Chairman (1985). Block I–V, Course manuals for “Managing in Organizations” (T244), Open University Press, Walton Hall, Milton Keynes.

    Google Scholar 

  • Rauch-Hindin, W. B. (1988).A Guide to Commercial Artificial Intelligence: Fundamentals and Real-World Applications, Prentice-Hall International, London.

    Google Scholar 

  • Silver, M. S. (1991).Systems that Support Decision Makers: Description and Analysis, Wiley Series in Information Systems, John Wiley and Sons, Chichester, West Sussex, UK.

    Google Scholar 

  • Sprague, R. H., Jr. (1980). A framework for the development of DSS.MIS Q. 4(4), 1–26.

    Google Scholar 

  • Sprague, R. H., Jr., and Watson, H. J. (eds.). (1986).Decision Support Systems: Putting Theory into Practice, Prentice-Hall International, London.

    Google Scholar 

  • Turban, E. (1990).Decision Support and Expert Systems: Management Support Systems, Macmillan, New York.

    Google Scholar 

  • Ulrich, W. (1983).Critical Heuristics of Social Planning, Haupt, Berne.

    Google Scholar 

  • Winblad, A. L., Edwards, S. D., and King, D. R. (1990).Object-Oriented Software, Addison-Wesley, New York.

    Google Scholar 

Download references

Author information

Authors and Affiliations

Authors

Rights and permissions

Reprints and permissions

About this article

Cite this article

Kim-keung Ho, J., Sculli, D. A multiperspective systems-based framework for decision support systems design. Systems Practice 7, 551–563 (1994). https://doi.org/10.1007/BF02173381

Download citation

  • Received:

  • Revised:

  • Issue Date:

  • DOI: https://doi.org/10.1007/BF02173381

Key words

Navigation