An analytic hierarchy process model of decision support systems effectiveness

Empirical studies have reported equivocal, or even dysfunctional, results from the use of decision support systems (DSS). Recent examples are the Davis, Kottemann, and Remus production planning experiments. According to the researchers, these experiments demonstrate that DSS what-if analysis creates an ‘illusion of control’ that causes users to overestimate its effectiveness. Such experimental findings are contrary to case-supported DSS theory. This paper examines the discrepancy. It first overviews the decision-making process, presents a generic DSS, identifies the theoretical role of the DSS in improving decision making, develops a multiple criteria model of DSS effectiveness, and gives a DSS for delivering the model to users. Illustrating with recent empirical investigations and the Davis, Kottemann, and Remus studies, the DSS-delivered model is used to reconcile the incongruity between the experimental findings and the case-supported theory. The paper concludes with a discussion of the article's implications for information systems research and practice.