Group Support Systems for Strategic Planning

Dennis, Alan R.; Tyran, Craig K.; Vogel, Douglas R.; Nunamaker, Jay F.

doi:10.1080/07421222.1997.11518157

Cited by 62 publications

(31 citation statements)

References 29 publications

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“…The negative aspects of group dynamics can be avoided to some extent by employing group support systems (GSS) (Briggs and De Vreede 1997;Caouette and O'Connor 1998). There are several verifications that the application of a group support system in the design of strategic decisions brings positive business effects (Dennis et al 1997;Vennix 1996) and improves the decision process. However, the group decision process must be carefully prepared because of problem complexity and the technology used to support the process (Bohlmann 1996).…”

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confidence: 98%

The Role of Information Feedback in the Management Group Decision-Making Process Applying System Dynamics Models

2006

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The research project addresses the influence of feedback information on the decision process supported by the application of system dynamics models. A user-friendly application was developed and used in the experiment with decision groups. The participants were 174 undergraduate management science students. They had the task of determining the optimum business strategy by maximizing the multiple criteria function under three experimental conditions: a 1 ) an individual decision process without the support of a system dynamics model, a 2 ) an individual decision process supported by a system dynamics model, and a 3 ) a decision process supported by a system dynamics model and subject interaction via computer mediation. The hypotheses that the individual decision process supported by a system dynamics model yields higher Criteria Function values than one without a system dynamics model, as well as the decision process supported by both a system dynamics model and subject interaction yields higher Criteria Function values than one supported by a system dynamics model alone were confirmed. The use of system dynamics (SD) models for testing the vision of organizational systems development has a long research tradition (Forester 1973;Simon 1997;Sterman 2000). Simulation models developed by SD methodology are important tools for strategy development and policy planning as an expert support tool (Yim et al. 2004). The main advantages of SD models as an integral part of decision support systems are the possibility of dynamic analysis of the considered problem under different scenarios (Larsen et al. 1997). Information provided by a simulation model is in fact feed forward information about the anticipated business response (effect of the selected input parameter values on the business outcome) in a decision process (Kljajić 1994). The anticipative perspective of such a complex adaptive system is further emphasized, for example, in Shakun (1999) by the contribution to procedural rationality -how decisions should be or are made -in purposeful complex adaptive systems.Many decision processes in organizations, where knowledge elicitation is the main concern (Ford and Sterman 1998) rely on groups of experts (Beach 1997;Tung 1987;Tung et al. 2001). The study of Isaacs (1999) also agrees that the new approach addressing the development of organizational strategy considers a collective understanding of organizational processes. Group decision-making has some advantages in the sense of a larger knowledge base, different points of view, and the generation of new ideas and synergetic effects (Hale

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confidence: 98%

The Role of Information Feedback in the Management Group Decision-Making Process Applying System Dynamics Models

2006

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“…Computer-aided GSS have been found to provide unique assistance in complex and dynamic group processes such as strategy development (Adkins et al 2003;de Vreede and de Bruijn 1999;Dennis et al 1997;Eden and Ackermann 2001;Orwig et al 1997;Tyran et al 1992). GSS aim to alleviate the problems related to group work (e.g.…”

Section: Strategy Development In Multi-organizational Contextsmentioning

confidence: 98%

“…The organization is a consortium of 13 Finnish universities in charge of a common student IS. Thus, besides utilizing CE as the problem solving method when designing the process, we took advice from the literature on multi-organizational collaborative teams aided by GSS (especially Ackermann et al 2005), and on GSS usage in single-organizational strategic planning sessions (Dennis et al 1997;Orwig et al 1997;Tyran et al 1992). …”

Section: Introductionmentioning

confidence: 99%

A Repeatable E-Collaboration Process Based on ThinkLets for Multi-Organization Strategy Development

Bragge¹,

Merisalo-Rantanen²,

Nurmi³

et al. 2006

Group Decis Negot

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In recent years, multi-organizational collaboration has become more and more important in both business and research. We conducted an action research (AR) intervention with a consortium of Finnish universities that needed to revise its joint strategy. We designed and facilitated a repeatable collaboration process for this multi-organizational strategy development. The process was built using the Collaboration Engineering (CE) approach with thinkLets, which provides expert-level advice for novice facilitators, and it was powered by Group Support Systems (GSS). Our overall impression of CEÕs ability to provide valuable design and facilitation support for complex processes is very affirmative. The consortium was satisfied with the intervention, as it saved huge amounts of time compared with conventional strategic work. The process was also seen as more democratic, because the GSS tools enabled equal participation during the session. Our study also provides a ready-to-apply CE process recipe to organizations for revising their strategy. Through this recipe, supplemented with knowledge on thinkLets, the strategy development process may easily be repeated by other facilitators or even practitioners.

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“…Research has also revealed the importance of employee participation in the strategic decision making process and the organization's success (Bryson 1995;Glew et al 1995;Kim and Mauborgne 1998;Thompson 2000). As a result, multiple streams of research have explored how to make strategy formulation more effective and efficient through the use of collaborative technology to support face-to-face meetings (Bryson 1995;Dennis et al 1997;Eden and Ackermann 1998). Eden and Ackermann (1998) discuss how cognitive mapping can be used to capture an individual's or group's thoughts during a session while participants have a chance to talk and think out loud.…”

Section: Review Of Literaturementioning

confidence: 99%

Cognitive Mapping: A Process to Support Strategic Planning in an Academic Department

Johnson

Lipp

2006

Group Decis Negot

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Cognitive mapping has been used to support strategic planning in business. However, the process has seldom been utilized to support strategic planning in nonprofit public organizations, where many reporting lines are less clear. This paper describes how the cognitive mapping process was designed and implemented to help a large academic department identify and merge the individual goals of faculty members as a first step in creating a strategic plan. Each map was created using the Decision Explorer TM software during individual interviews, as opposed to using paper and pencil. An action case approach was used to plan and evaluate individual mapping sessions. Eliciting individual cognitive maps led to greater engagement by faculty in the strategic planning process. Nearly all of the participating faculty members believed that the cognitive mapping process was helpful and insightful and the resulting map was accurate and complete.

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Group Support Systems for Strategic Planning

Cited by 62 publications

References 29 publications

The Role of Information Feedback in the Management Group Decision-Making Process Applying System Dynamics Models

The Role of Information Feedback in the Management Group Decision-Making Process Applying System Dynamics Models

A Repeatable E-Collaboration Process Based on ThinkLets for Multi-Organization Strategy Development

Cognitive Mapping: A Process to Support Strategic Planning in an Academic Department

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