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Decision Support in Turbulent and High-Velocity Environments

In: Handbook on Decision Support Systems 2

Author

Listed:
  • Sven A. Carlsson

    (Lund University)

  • Omar A. Sawy

    (University of Southern California)

Abstract

This chapter examines issues concerned with supporting managers and organizations with information and communication technologies as they decide and act in turbulent and highvelocity environments. In particular, the chapter identifies five key tensions in this context: (i) the tension between the need for quick decisions and the need for analytical decision processes; (ii) the tension involving managerial need for action and the need for the safest execution of decisions that may be bold and risky; (iii) the tension around empowering middle managers and management teams at various organizational levels in the midst of powerful and impatient top executives; (iv) the tension between programmed, quick-action learning loops and the increased requirement for emergence and improvisation; and (v) the tension between expending effort to eliminate the digital divide with other organizations versus finding expedient ways to communicate through heterogeneous digital infrastructures. Each of the tensions, and how it can be managed, is illustrated through a case example. The chapter ends by suggesting that the management of these critical tensions needs to be fused into the day-to-day fabric of management practices for decision support processes.

Suggested Citation

  • Sven A. Carlsson & Omar A. Sawy, 2008. "Decision Support in Turbulent and High-Velocity Environments," International Handbooks on Information Systems, in: Handbook on Decision Support Systems 2, chapter 37, pages 3-17, Springer.
    • Handle: RePEc:spr:ihichp:978-3-540-48716-6_1
    DOI: 10.1007/978-3-540-48716-6_1
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    Citations

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    Cited by:

    1. Encarnación García-Sánchez & Víctor Jesús García-Morales & María Teresa Bolívar-Ramos, 2017. "The influence of top management support for ICTs on organisational performance through knowledge acquisition, transfer, and utilisation," Review of Managerial Science, Springer, vol. 11(1), pages 19-51, January.
    2. Yuan, Chun & Xue, Doudou & He, Xin, 2021. "A balancing strategy for ambidextrous learning, dynamic capabilities, and business model design, the opposite moderating effects of environmental dynamism," Technovation, Elsevier, vol. 103(C).
    3. Škrinjar, Rok & Trkman, Peter, 2013. "Increasing process orientation with business process management: Critical practices’," International Journal of Information Management, Elsevier, vol. 33(1), pages 48-60.

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