Computer Support for Strategic Decision‐Making Processes: Review and Analysis*

Abstract

ABSTRACT This paper examines how computer‐based support for strategic decision‐making processes varies across the phases of decision making under a variety of conditions (represented by five contingency variables). The paper draws extensively from empirical research on the strategic decision‐making processes, recognizing that these processes can be conducted in different ways. The relationships between the modes of the strategic decision process, the contingency variables, and the characteristics of computer‐based support are examined. The paper thus represents an important first step towards deriving prescriptive implications for designers of computer‐based support, whereby they can understand and design tools/systems for various phases and types of strategic decision‐making processes.

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