Evaluating the use of Decision Support Systems in making strategic decisions in

local government: a comparative study

10 February, 2000
Dear / Chief Executive
This international survey is focused on a comparative study of local overnment use
of Decision !upport !ystems in ma"in strateic decisions in the #$ and in Eypt%
The study is intended to identify both similarities and differences and as a
conse&uence provide uidelines for the adoption of best practice principles%
'opefully you feel the study is of value to your orani(ation and you )ill be able to
participate% *our completion of the &uestionnaire is of the utmost importance to the
study% +n completion of the study a copy of the results )ill be distributed to
participants )ho desire this%
,ttached )ith this letter is a copy of the &uestionnaire to be ans)ered by your self or
your deleate% ,lso enclosed is a prepaid envelope for return to-
.r /brahim Elbeltai
Dept% of Economics 0 1usiness !tudies
'uddersfield #niversity
1usiness !chool
2ueensate
'uddersfield
'D1 3D'
Than" you in advance for your time and co4operation%
*ours sincerely
/brahim Elbeltai
HUDDERSFIELD UI!ERSI"#
1#!/5E!! !C'++6
Department of Economics and 1usiness studies
Evaluating the use of Decision Support Systems in making strategic decisions in
local government: a comparative study
This survey is desined to assess the use of Decision !upport !ystems in ma"in
strateic decisions from the vie)point of senior manaement% The main aims are to
achieve a better understandin of the variables affectin the use of D!! in ma"in
strateic decisions and to define the relative severity of the various problems
associated )ith the use of D!! in ma"in strateic decisions%
/t is hoped that the &uestionnaire can be ans)ered by senior manaers )ho are
involved in ma"in strateic decisions and /T//! department manaers%
$asic Definitions:
The follo)in definitions are to cover the basic expressions used in this &uestionnaire-
%& Strategic decision: , decision is strateic if it involves a sinificant commitment
of resources and/or affects the overall direction of the orani(ation% /n the first
&uestion of this survey please indicate the percentae of usin D!! in ma"in
strateic decisions in comparison to the )hole strateic decisions made in your
oranisations%
'& Decision Support Systems: Decision !upport !ystems 7D!!8 use suitable
computer technoloy to support and improve the effectiveness of manaerial
decision4ma"in in semi4structured and unstructured tas"s 7for example,
spreadsheet/ financial report preparation, data base applications, raphics
applications, and modellin applications9etc%8%
Completion of this &uestionnaire should only ta"e about t)enty minutes and the form
is not difficult to complete% :lease return the &uestionnaire in the self addressed
stamped envelope provided% 1e assured that all information )ill be held in strict
confidence% Than" you in advance for completin the &uestionnaire% /f you have any
&ueries please feel free to contact me,
.r /brahim Elbeltai
Dept% of Economics 0 1usiness !tudies
'uddersfield #niversity
1usiness !chool
2ueensate
'uddersfield
'D1 3D'
01;<;4;=2==2
E4mail- i%m%el4beltai>hud%ac%u"%
1% :lease indicate the approximate percentae of the use of data or information that
you et from the D!! in ma"in strateic decisions 444444?

2% :lease indicate, )here appropriate, 'o) do you describe your level of D!! usae
in ma"in strateic decisions-
5o use 718 6ittle use728 .oderate use738 'ih use 7;8 Extensive use 7@8
3% :lease indicate, )here appropriate, the fre&uency of D!! usae in ma"in
strateic decisions-
5ever use 708 +nce a year 718 728 738 7;8 !everal times a month 7@8
Implication of DSS usage in making strategic decisions in your organi(ation:
;% :lease rate the extent to )hich you encountered the follo)in problems in D!!
usae in ma"in strateic decisions in your orani(ation-
/tem 5ot a problem
718
728 738 7;8 ,n extreme
problem 7@8
/nsufficient understandin about existin data
and applications across the orani(ation%
Failure to continually assess emerin D!!
capabilities%
6ac" of senior manaement leadership for
D!! efforts%
Top manaementAs insufficient understandin
about D!!%
6ac" of strateic vision for decision4ma"ers%
6ac" of appropriate plannin for adoptin
D!!%
6ac" of alinment bet)een corporate stratey
and D!! plannin%
6ac" of expertise in D!! in the orani(ation%
/nsufficient telecommunication infrastructure
capabilities%
,bsence of appropriate trainin for D!! staff
,bsence of appropriate trainin for decision4
ma"ers to use D!!%
Failure to commit the re&uired resources
7financial, human resources, etc%8 to D!!
usae%
Difficulty in findin D!! staff )ho have the
re&uired s"ills and "no)lede%
6ac" of authority iven to the D!! team, so
they cannot et access the data/information /
need to ma"e strateic decisions%
6ac" of experience to be able to use D!! in
ma"in strateic decisions%
/t is not easy to learn ho) to use the D!!
soft)are%
2ualitative information )hich is important in
ma"in strateic decisions is not available in
the D!! soft)are that / use%
D!! provide decision4ma"ers )ith more
information/ reports than they need to ma"e
strateic decisions effectively%
6ac" of accuracy of output 7information/data8
/rrelevant information or data for the different
decisions / usually ma"e%
/ncompleteness of information or data%
6ac" of reliability of information or data%
6ac" of timeliness of information or data%
6ac" of external consultant support for D!!
implementation and use%
6ac" of internal support for D!!
implementation and use%
Difficulty in financially Bustifyin benefits of
D!! usae%
#nreasonable expectations attributed to D!!
as a solution for all oranisational problems
Failure to assess D!! effectiveness in the
early staes of implementation%
:oor communication bet)een decision4
ma"ers and D!! staff unit%
Difficulty in modellin and simulatin the
strateic decisions by D!! usae%
Difficulty of chanin the leacy of ma"in
strateic decisions because of riid
reulations%
Chen it is necessary to compare or areate
data/information from t)o or more different
sources, there may be unexpected or difficult
inconsistencies%
/ did not et involved in the development of
the D!! soft)are that / use%
The database that )ould be useful to me is
unavailable because it is centralised%
6ac" of flexibility in the D!! soft)are to
meet decision4ma"ersA chanin data needs%
Dushin of D!! adoption and implementation
process%
The available D!! soft)are does not support
learnin and creativity%
The available D!! soft)are does not actively
participate in my strateic decisions%
+ther 7please state8
@% +verall ho) )ould you rate the &uality of the strateic decisions that )ere made
by D!! usaeE
Excellent 7@8 Food ;8 ,verae 738 Fair 728 :oor 718 5ever use 708
G% !o far has the use of D!! in ma"in strateic decisions helped the orani(ation
achieve its obBectivesE
Hery helpful 7@8 'elpful 7;8 5eutral738 #nhelpful 728 Hery unhelpful 1 5ever use 708
)erceived ease of use and perceived usefulness in your organi(ation:
=% To )hat extent do you aree or disaree that the follo)in statements about
perceived ease of use of D!! affect D!! usae in ma"in strateic decisions in
your orani(ationE
/tem !tronly
disaree 718
2 3 ; !tronly
aree 7@8
Ease of learnin D!! soft)are%
The interaction )ith D!! soft)are is clear and understandable
The interaction )ith D!! soft)are does not re&uire a lot of
mental effort
The interaction )ith D!! soft)are does not re&uire a lot of
time to et the information that / need
The interaction )ith D!! is flexible
/t )ould be easy for me to become s"ilful at D!! usae%
<% :lease indicate if D!! usae affects any of the follo)in factors in your
orani(ation-
Factors of perceived usefulness 5o improvement 718 2 3 ; !inificant
improvement 7@8
Timely / accurate information
.a"e ne) information available to me that
)as not previously available%
/mprovin customer service
+rani(ation imae / reputation
6o)ers cost
/mproves efficiency / effectiveness of
decision ma"in process
.a"es it easier to do my Bob in eneral%
!aria*les affecting DSS usage in making strategic decisions in your
organi(ation:
I% :lease indicate to )hat extent do you aree or disaree that the follo)in tas"
characteristics have an effect on D!! usae in ma"in strateic decisions
!tatement !tronly disaree 718 728 738 7;8 !tronly aree 7@8
Complexity of problem or issue
reconition
Complexity of analysis and
evaluation of alternatives in
strateic decisions
Complexity of choice and
implementation in strateic
decisions
!trateic decision processes as a
)hole are too complex to be
computerised
!trateic decision ma"in tas"s
are too Jperson centredA to be
computerised
10% 'o) effective is D!! usae in complex tas"s 7non4routine tas"s8E
Hery effective 7@8 Effective 7;8 5eutral 738 /neffective 728 Hery ineffective 718
11% To )hat extent do you aree or disaree that the follo)in cultural characteristics
have an effect on D!! usae in ma"in strateic decisions
!tatement !tronly disaree 718 728 738 7;8 !tronly aree 7@8
/ndividualism 7extent to )hich
people act solely in their o)n
interest8%
.asculinity 7extent to )hich
assertive behaviour is desired
over modest behaviour8%
The cultural ap amon decision4
ma"ers and D!! staff 7education,
trainin, experience and
bac"round8%
#ncertainty avoidance 7extent to
)hich people feel uncomfortable
)ith uncertainty8%
12% To )hat extent do you aree or disaree that an oranisationKs culture affects D!!
usae in ma"in strateic decisions-
!tronly disaree 718 Disaree 728 5eutral 738 ,ree 7;8 !tronly aree 7@8
13% To )hat extent do you aree or disaree that the follo)in D!! characteristics
have an effect on D!! usae in ma"in strateic decisions
!tatement !tronly disaree 718 728 738 7;8 !tronly aree 7@8
+verall cost effectiveness of D!!
Ease of use of D!!%
,de&uacy of D!!As data storae
capacity%
,de&uacy of D!!As modellin
capacity%
,de&uacy of D!!As processin
speed%
,ccessibility of D!!%
Ease of use of built4in help
facility for assistance%
#sae of D!! is
voluntary/compulsory%
D!! meets the re&uirements of
decision4ma"ers%
D!! reliability%
Ease of findin the re&uired data%
Tanible/intanible benefits of
D!! usae%
1;% To )hat extent do you aree or disaree that the follo)in environmental
characteristics have an effect on D!! usae in ma"in strateic decisions-
/tem !tronly disaree 718 728 738 7;8 !tronly aree 7@8
Competition amon local
overnments
Favourable overnment policies%
#ncertainty in local overnment
environment%
Favourable mar"et conditions%
1@% To )hat extent do you aree or disaree that the follo)in oranisational
characteristics have an effect on D!! usae in ma"in strateic decisions-
/tem !tronly disaree 718 728 738 7;8 !tronly aree 7@8
!i(e of the orani(ation
6ocation of D!! staff /department
in the oranisational structure%
Deree of decentralisation%
/nformation intensity%
/nteration amon departments in
relation to data/information
exchane and sharin experience%
:lannin interation bet)een usin
D!! and overall plannin process%
Computer facilities

1G% To )hat extent do you aree or disaree that the follo)in external support
characteristics have an effect on D!! usae in ma"in strateic decisions-
!tatement !tronly disaree 718 728 738 7;8 !tronly aree 7@8
Decommendations from outside
consultants%
,dvice and support from the
vendors%
!upport from overnment
aencies%
1=% 'o) )ould you rate the &uality of external support you receive from external
sources about D!! usae in ma"in strateic decisionsE
Excellent 7@8 Food 7;8 ,verae 738 Fair 728 :oor 718
1<% To )hat extent do you aree or disaree that the follo)in decision4ma"er
characteristics have an effect on D!! usae in ma"in strateic decisions-
/tem !tronly disaree 718 728 738 7;8 !tronly aree 7@8
*ears of experience%
Conitive style 7analytical/heuristic8
!elf4efficiency%
,ttitudes to)ards D!!%
/nvolvement in the development of
D!!
6evel of trainin and education%
/nnovativeness of decision4ma"er%
Fear from usin D!! in ma"in
strateic decisions
Familiarity )ith D!! usae%
,bility to interpret D!! output%
,bility to chane and use ne)
methods to ma"e strateic decisions%
Confidence in D!! usae
1I% To )hat extent do you aree or disaree that the follo)in internal support
characteristics have an effect on D!! usae in ma"in strateic decisions-
!tatement !tronly disaree 718 728 738 7;8 !tronly aree 7@8
Trainin/consultation )ithin
orani(ation%
,dvice provided by other
colleaues/friends%
:rovidin library 7boo"s and
soft)are manuals8%
,ccess to help des" or hotline%
Experience of D!! staff in
implementation of D!!
technoloy and supportin
decision4ma"ers%
20% 'o) )ould you rate the &uality of the internal support you receive about D!!
usae in ma"in strateic decisionsE
Excellent 7@8 Food 7;8 ,verae 738 Fair 728 :oor 718
21% To )hat extent do you aree or disaree that the follo)in top manaement
characteristics have an effect on D!! usae in ma"in strateic decisions-
/tem !tronly Disaree 718 728 738 7;8 !tronly aree 7@8
Top manaement understandin of
D!!%
De)ardin efforts of usin D!! to
meet set oals at sectional,
department, divisional, and
corporate level%
!ettin policies and oals for D!!
+fferin funds
D!! desin and development
Developin a core of internal
experts )ho )ill train others 7local
resident expert8%
22% The results of this study )ill be sent to you as soon as possible% :lease indicate
your bioraphical details includin the address to )hich the report could be sent-
5ame-
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*ears of experience in your current Bob- 44444444444444444444444444444444 +rani(ation-
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,ddress-
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:hone 5o%44444444444444444444444444444444444 E4mail address 7if
available844444444444444444444444444444444
+ny ,omments:&