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- Allwood, Carl Martin, 1952, et al.
(author)
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IT and decision making
- 2000
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In: International Journal of Psychology. ; :35
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Other publication (other academic/artistic)
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- Hedelin, Lisbeth, 1944, et al.
(author)
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IT and Strategic Decision Making
- 2002
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In: Industrial Management and Data Systems. - : Emerald. - 0263-5577 .- 1758-5783. ; 102:3, s. 123-139
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Journal article (peer-reviewed)abstract
- A total of 41 top executive managers in large organizations/enterprises were interviewed about factors affecting their demands on, attitudes towards and use of, information and communication technology (ICT) when making strategic decisions in their work. Poor knowledge management, i.e. poor possibilities to store, reuse, and share knowledge in an organized and disciplined way due to inefficient ICT, was reported to be an obstacle in supporting the decision-making process effectively. Problems with accessibility, accuracy and trust of the information in the ICT-systems were prevalent. Furthermore, ICT did not provide much help with respect to the necessary social interactions in the decision-making process. Implications of these findings are discussed for the design of future decision-support systems.
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| 5. |
- Hedelin, Lisbeth, et al.
(author)
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Managers’ strategic decision processes in large organizations
- 2001
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In: Decision making: Social and creative dimensions. - 0792368622 ; , s. 259-280
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Book chapter (other academic/artistic)abstract
- In this study we investigated how managers make strategical decisions in complex, dynamic, and real-time environments and in different decision domains. The managers we interviewed were usually ‘in charge’ of the tasks. Our results show that the informants in the decision processes communicated with other persons, within and outside the organization, about the decision alternative/s and that these communications contributed to the construction of the decision alternatives. In addition, more than a quarter of our informants thought that selling-in (our translation of the Swedish word “förankring”) was the most difficult part of the decision process.
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