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Strategic thinking and active decision support systems

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Abstract

In recent years new ways of strategic thinking have been proposed. Increasing competition and globalisation of markets have brought forth claims that the approaches presented by Ansoff and Porter are insufficient or even incorrect. Certain indications that the Mintzbergian approach would be more appropriate can be found, but also attempts to combine these exist. But, where does this discussion lead us in strategic management (SM)? We still seem to be left with the unsolved pressing problems of real—life firms. In this discussion the role of decision support systems (DSS) is emerging again. Past doubts are being reviewed and DSS are again seen as potentially effective tool that could have an significant impact in strategic decision—making processes. Two new frameworks are emerging, the Conversational Framework for Decision Support and the Hyperknowledge environment, as potential basis for developing a new generation of DSS—active DSS. The connection between an active DSS and strategic management is shown in a proposed framework for strategic decisions. © 1997 Taylor & Francis Group, LLC.

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APA

Brännback, M. (1997). Strategic thinking and active decision support systems. Journal of Decision Systems, 6(1), 9–22. https://doi.org/10.1080/12460125.1997.10511703

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