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Influence of model management systems on decision making: empirical evidence and implications

Author

Listed:
  • Q B Chung

    (Villanova University)

  • T R Willemain

    (Rensselaer Polytechnic Institute)

  • R M O'Keefe

    (Brunel University)

Abstract

Model management (MM) regards decision models as an important organisational resource deserving prudent management. Despite the remarkable volume of model management literature compiled over the past twenty-odd years, very little is known about how decision makers actually benefit from employing model management systems (MMS). In this paper, we report findings from an experiment designed to verify the idea that the adequacy of modeling support provided by a MMS influences the decision maker's problem solving performance and behaviour. We show that the decision makers who receive adequate modelling support from MMS outperform those without such support. Also, we provide empirical evidence that the MMS help turn the decision makers' perception of problem solving from a number crunching task into development of solution strategies, consequently changing their decision making behaviour.

Suggested Citation

  • Q B Chung & T R Willemain & R M O'Keefe, 2000. "Influence of model management systems on decision making: empirical evidence and implications," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 51(8), pages 936-948, August.
    • Handle: RePEc:pal:jorsoc:v:51:y:2000:i:8:d:10.1057_palgrave.jors.2600993
    DOI: 10.1057/palgrave.jors.2600993
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    Cited by:

    1. T R Willemain & W A Wallace & K R Fleischmann & L B Waisel & S N Ganaway, 2003. "Bad numbers: coping with flawed decision support," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 54(9), pages 949-957, September.
    2. Franco, L. Alberto & Hämäläinen, Raimo P. & Rouwette, Etiënne A.J.A. & Leppänen, Ilkka, 2021. "Taking stock of behavioural OR: A review of behavioural studies with an intervention focus," European Journal of Operational Research, Elsevier, vol. 293(2), pages 401-418.

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