Abstract
Though the primary objective of DSS is to improve decision making effectiveness, recent DSS experiments find that this objective is accomplished in disappointingly few cases. These DSS experiments are reviewed and their results are analyzed using several general empirical findings in psychology and management. These findings include the dubious robustness of normative decision aids, the sensitivity and variability of decision making behavior, and the realities of organizational decision making processes. Finally, the DSS research mission is discussed.
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