COMPUTER‐BASED SUPPORT OF ORGANIZATIONAL DECISION MAKING*
ROBERT H. BONCZEK, Clyde W. Holsapple, Andrew B. Whinston · Decision Sciences · 1979
ABSTRACT The central issue of this research is the extent to which computer facilities can be used to support organizational decision‐making processes beyond mere performance of information retrieval. This depends upon the extent to which computers can be made to emulate human perceptual and judgmental processes. We present a framework for understanding these cognitive processes and examine how it applies to organizational decisions. Moreover, the framework furnishes a basis for the design of a generalized, intelligent problem processor. This processor is general in the sense of its ability to support a decision maker's activities, regardless of the decision maker's application area (e.g., urban planning, water‐quality planning, etc.). It is intelligent in the sense of its ability to comprehend English‐like queries and subsequently formulate models, interface appropriate data with those models, and execute the models to produce some facts or expectations about the problem under consideration.