Abstract
While information systems continue to be promoted within organizations as tools to support strategic decision-making, there is growing concern over the ability of such systems to model the social and political complexity of the situations to which they are being applied. This paper examines the nature of organizational decision-making and the use of computer-based systems to support this activity. The debate queries the extent to which such artifacts should be allowed to become enmeshed and embedded within the strategic decision-making activities of organizations which operate within increasingly complex environments.
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