Distributed data processing and organisational decision-making: Moderators, consequences, and opportunities

Applications of distributed data processing systems are examined to determine what impact this technology has on management decision making. The research also looks at the problems these systems bring for users, how they affect relationships between users and data processing staff and what skills users need to acquire to make the best use of the technology. A conceptual model is derived and empirical data to test it is obtained through two case studies on companies which have implemented distributed systems. Research shows that because the technology is under end user control, information systems better tailored to managerial need have resulted and system output tends to be used more directly in decision making by middle and top. management than is the case for other computer based information systems. Moderating influences on systems application include the nature of the relationship between users and data processing staff, user computer expertise, model building skills and the extent of management support given to users. The study concludes that greater emphasis on middle manager training is required by organisations planning to use distributed systems. This emphasises needs to include training in computer knowledge and model building skills and there is also a need to foster suitable linkages between data processing departments and end users. The potential for aiding decision making, particularly in less structured decisions is high, but this can best happen when users and data processing staff combine their expertise. Further research is needed to determine the extent of model building skills in distributed system users and what factors inhibit the use of models by end users. Research is also required to ascertain whether distributed data processing has any industry specific managerial implications