Decision Support Systems: The Real Substance

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Abstract
Over the past three to five years, an increasing number of computer-based models and information systems have proven directly useful to executives. These systems, developed and used according to novel approaches, actually seem to enhance managers' thinking processes. A new school of thought called DSS (Decision Support Systems) discerns certain unifying principles among such systems and holds forth considerable promise for widespread implementation. DSS principles are just now being developed and understood. If the DSS concept has a valid core, it must be secured against adulteration and overburdening by evidence drawn from actual practice. To this end, a questionnaire survey was undertaken, which is reported here. It was conducted among the users of an advanced planning or modeling language used for building and using Decision Support Systems. The results indicate that the applications of this language largely coincide with certain norms of the DSS concept. The touchstone and hallmark of a DSS is apparently that it provides “Executive Mind Support.”

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