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Abstract
Managers at all levels find decision support systems (DSSs) difficult to understand and employ and often inconsistent with the primary functions of management. This article presents a selection of tools and techniques for use in afunctional DSS and identifies which tools best support each of the three levels of management — operational, tactical, and strategic
Notes
Michael L. Gibson is an associate professor of management at Auburn University. Auburn AL. He received an MBA and a DBA in management science from the University of Kentucky. He has more than 15 years of experience as a systems professional. He is currently involved in research in computer-aided software engineering (CASE) data base management systems, decision support systems, information resource management, artificial intelligence, and quantitative tools for decision analysis
Richard G. Vedder is an assistant professor of information systems at the University of North Texas. He received MA, MS, and PhD degrees in information systems and history from the University of Arizona. His current research interests focus on Al and expert systems with specialization in Al crisis management applications