Decision support systems for strategic management

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    Management theory and management practice are often accused of not belonging together. Likewise decision support systems (DSSs) appear to have failed in providing support for managerial decision-making. Some of the problems seem to come from the fact that academics and managers are ambitious people, successful in their own field, discussing the same issues, but speaking a different language, thus not understanding each other. It does not have to be like this. Here we will describe how we discovered the differences between theory and practice when developing a DSS to support strategic decision—making in a drug company. It is possible to represent the key elements and their relationships of strategic management in a DSS so that they will make sense to the decision-maker. It is, however, the kind of work where we have to rush slowly if we wish to achieve good results. © 1994 Taylor & Francis Group, LLC.
    Original languageEnglish
    Pages (from-to)95-114
    Number of pages20
    JournalJournal of Decision Systems
    Issue number2
    Publication statusPublished - 1 Jan 1994
    MoE publication typeA1 Journal article-refereed


    • Competition
    • Decision support systems
    • Drug industry
    • Management research and practice
    • Strategic management


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