Comprendre le paysage décisionnel d'une organisation pour guider le développement de SI a fort impact

Capturing how managers grapple with key decision problems is a long standing problem in the IS field. From Gorry and Scott Morton (1971) to the most recent research, IS researchers and their colleagues in other management related disciplines have been trying to understand how managers and organisations make decisions. Utilising the Humphreys' (1989) framework, we studied the decision making landscape in the BigBank case study. Our analysis provides definitive empirical evidence on how the decision making of managers progresses from the broad open spaces towards increased levels of formalisation for given problems. The study emphasises the importance of "handovers" in the decision making processes of organisations, where the representations of decision problems proposed by top managers are handed over to other managers for fine tuning and, later, for implementation and execution. This learning process where the organizational "truth" emerges can lead to increasingly prescriptive and structured decision support. Our observations deliver avenues to develop an organisational blueprint for understanding how IS can make a definitive impact on the management of organisations.