Managerial involvement in information systems has often been suggested. Decision support systems (DSS) may well represent the information system category most demanding of management's time. In this paper the author proposes a framework for investigating management involvement in DSS. Next, a report is provided of findings of how, when, and why management involvement in DSS is required. These findings are based upon an examination of eighteen DSS cases and of the existing literature. Last, the framework is compared with the "conventional wisdom" in the existing literature.
Decision support systems (DSS) have become an increasingly important type of computer-based information system. However, there has been limited research on management's role, in DSS approval and administration. Because of this, the authors recently investigated eighteen decision support systems and report the findings here. The specific areas explored include motivations for developing a DSS, methods for evaluating the desirability of creating a DSS, planning and organizing for building a DSS, techniques for reviewing and controlling DSS projects, and managing a DSS as an organizational entity.