The impact of DSS on organizational communication

• Published in: Information & management 1984-01, Vol.7 (3), p.141-148
• Main Authors: Sanders, G.Larry, Courtney, James F., Loy, Stephen L.
• Format: Article
• Language: English
• Subjects: Attitude surveys; Communication; Decision support systems; DSS; Impacts; Implications; Information systems; Interpersonal communication; Likert scale; Managers; Organization; Organizational; Studies
• ISSN: 0378-7206; 1872-7530
• DOI: 10.1016/0378-7206(84)90042-9

There is some controversy in the MIS literature concerning the potential impact of computer systems on interpersonal communication in organizations. Generally, MIS researchers have found that effective communication between users and designers is an important factor in determining user satisfaction and MIS success. Recently, however, Naylor [8] has argued that decision support systems (DSS) may isolate managers from interaction with others. This is in marked contrast to the contentions of Wagner [16] and Huber [6] that DSS may lead to more effective managerial communication. We would argue that DSS encourage communication for several reasons: adaptive DSS development requires continued manager-analyst interaction; DSS-based decisions often require groups of managers; and there is a greater need for human information processing in a DSS environment. This paper reports the results of a study of the relationships between DSS usage and organizational communications. It was found that users in three different categories (managers, financial or planning analysts (FPAs), and “others”) felt that DSS usage encouraged communication. Also, significant positive relationships were found between increased communication and overall satisfaction with the DSS for all three groups. Finally, for managers and FPAs, significant positive relationships were found between increased communication and satisfaction with the DSS in decision-making activities.