Abstract
The paper proposes a DSS design approach based on three organizational aspects: (i) the analysis of decisional requirements of managers, (ii) the changes the DSS causes in users work habits and (iii) the changes the DSS causes in organizational power equilibrium. The aim of the proposed approach is to save the implementation from failure and to foresee reasons why organization components might reject the DSS. For each of the three aspects the paper describes the main problem the DSS designer has to face with and some solutions are proposed. In particular, as regards the analysis of power equilibrium changes, the paper proposes a new method based on the analysis of the network of relations existing in the organization. The relational method overcomes some of the limits of the two classical organizational approaches to political analysis of IT system introduction in organizations: i.e. the transaction cost perspective and the organization power theory. The paper describes an application of the proposed design approach, regarding the DSS introduction in a public health agency.
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Ferioli, C., Migliarese, P. (1996). A DSS design method based on organizational change. In: Humphreys, P., Bannon, L., McCosh, A., Migliarese, P., Pomerol, JC. (eds) Implementing Systems for Supporting Management Decisions. IFIP — The International Federation for Information Processing. Springer, Boston, MA. https://doi.org/10.1007/978-0-387-34967-1_11
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DOI: https://doi.org/10.1007/978-0-387-34967-1_11
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