Computer‐based systems and organizational decision making: An architecture to support organizational innovation

Abstract

Decision Support Systems (DSS) have been developed to support the computational, judgmental, and negotiation decisions typically encountered by organizational decision makers. Software for generating ideas has also become available. However, these systems typically operate on the individual or small group level, not on the broader organizational level. Also, their focus is usually on the decision‐making process while neglecting the product. This article first develops a framework relating decision types to current DSS. It then proposes an architecture for integrating these component systems to support innovation at an organizational level and to support assessment of the creative product as well as the process.