Decision-making support systems: Theory & practice by Udo Richard Franz Averweg

decision-making-supportThis book has been made possible by a sea of efforts. Collating this book was a labour of love. The author shares the topic of Decision-making support systems with the reader with a sense of zeal and oceans of enthusiasm. The author thinks that these attributes are reflected in this book and perhaps make it better. Each chapter in this book was subject to a previous peer-review process. The author hope that this book presents a launch vehicle for exciting future professional practitioner work in the IS discipline. The challenges in managing Decision-making support systems is met by practitioner techniques and emerging technologies. The continual rate of change in organizations means that the context in which activities and research occur is not repeatable. The book shows a search for meaning and guidelines in a period of massive upheaval of business and government methods, spawned by the inroads of technology, such as the World Wide Web, enabling shared and ubiquitous information. Such fundamental rearrangements of the role of management decisions in an era of customer‑centric and self-service features has not only accentuated the importance of decision-making activities, but has also often greatly increased the consequences, for good or ill, of inadequate or outdated decision-making. This collection of work illustrates adaptation of approaches to the real world, flowing from the author’s curiosity and long experience in the field. It is not only a description of data and methods in the world, but a commentary on theoretical constructs in different contexts over many years, with a broad set of snapshots from the author’s ongoing participation in the field. This book is a timely review and future look into the nature and content of decision-making styles and methods. It is also a valuable contribution from an author with a continuous and strong mix of practical and academic work, both locally and internationally.


It will form an important base for evaluating the direction of decision-making as conditions continue to change. In this book the readers will read Introduction and Background of Historical overview of Decision support systems (DSS), Decision Support Systems, Evolution of DSS, Future trends, Decision Support Systems and decision-making processes, Background to decision-making, Development of the DSS Field. Future trends, An overview of Executive Information Systems research in South Africa, Background to EIS implementation, EIS research undertaken in South Africa, Discussion of previous EIS research undertaken in South Africa, Future EIS trends, Portal technologies and Executive Information Systems implementation, Survey of Web-based technologies impact on EIS, Technology Acceptance Model and Executive Information Systems, Information systems adoption and usage, Technology Acceptance Model (TAM) literature review, Research method and data gathering, Results and discussion, Preamble to Structured Interview Questionnaire, Executive Information Systems (EIS) Questionnaire, Applicability of the Technology Acceptance Model in three developing countries: Saudi Arabia, Malaysia and South Africa, Information systems adoption and usage, Technology Acceptance Model (TAM), TAM research in three selected developing countries, A comparative analysis of Perceived Usefulness and Perceived Ease of Use constructs in organizations in an area of KwaZulu-National, South Africa, Technology Acceptance Model (TAM), Discussion of two selected TAM/EIS studies, Averweg (2002) study and Ako-Nai (2005) study findings, Summary of the two TAM/EIS study findings, Revisiting CSFs for decision-making support systems implementation in South Africa, Critical Success Factors (CSFs), Information Technology (IT), Business Intelligence (BI), Decision Support for management, CSFs for DSS, CSFs for EIS, Management implications and much more.

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