The effects of strategic decision making structure and computerization on organizational performance

Journal Article · Fri Dec 31 04:00:00 EST 1993 · Systems Research

DOI:https://doi.org/10.1002/sres.3850100104· OSTI ID:440781

Hoffman, J J ^[1]; Carter, N M ^[2]; Cullen, J B ^[3]

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1. Florida State Univ., Tallahassee (United States)
2. Marquette Univ., Milwaukee, WI (United States)
3. Washington State Univ., Pullman, WA (United States)

This study investigates whether the fit between computerization and strategic decision making predicts organizational performance. Results suggest that increased computerization along with the decentralization of strategic decisions leads to greater performance than increased computer usage and the centralization of strategic decisions. Findings indicate that the effects from a manager`s decision to computerize operations and change the organization`s strategic decision making structure are not immediately felt. These findings support the idea that performance needs to be measured on a long-term basis rather than on a short-term basis. The results also suggest that it may be erroneous to evaluated managers strictly on a short-term basis since the effects from strategic decisions may not be fully felt for one or more years. 64 refs.

• Sponsoring Organization: USDOE
• OSTI ID: 440781
• Journal Information: Systems Research, Journal Name: Systems Research Journal Issue: 1 Vol. 10; ISSN 0731-7239; ISSN SYREER
• Country of Publication: United States
• Language: English

Related Subjects

99 GENERAL AND MISCELLANEOUS
COMPUTERS
DECISION MAKING
INFORMATION SYSTEMS
MANAGEMENT
ORGANIZATIONAL MODELS
PERFORMANCE