Mihane Berisha

Improving Decision Making with Information Systems: Technology-An
theoretical approach

Abstract
Traditionally, information systems were used to support
operational functions and to reduce costs y automating
many of usiness operations! As usiness has ecome
more aware of the importance of information systems,
the role of information systems has changed! "rom its
conventional function of supporting usiness operations,
today information systems are used to reduce usiness
risks and to ensure that correct information is made
availale, so managers can make etter decisions! The
purpose of this paper is to give an understanding how
usinesses are using information systems to achieve their
goals! It speci#cally addresses more closely the impact
that information systems have in improving the decision
making! Althought limited this paper sets out to e$plore
the importance of information systems in decision making
and concludes that more attention should e paid to
information systems usage for decision making purposes!
"inally, suggestions for further research are made!
Key terms: decision making, information systems,
types of information systems!
Introduction
The use of information systems is often understood to
be changing the way business and organisations work as
well as help the process of decision making. The business
usage of information system has expanded signifcantly
over the years. Until 196s and 19!s the role of
information systems was simple transaction processing"
record keeping" accounting" and other data processing
_____________________________
Iliria International Review 2012/3
FelixVerlag, Holzkirchen, er!an" an# Iliria $ollege, %ri&tina, 'o&ovo
47
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Improving Decision Maing !i"h In#orma"ion
S$s"ems
%echnolog$ & A one "heore"ical approach
Mihane Berisha-Namani, Albana Qehaja
Dr!sc! Mihane %&'IS(A-)AMA)I, Mr!sc! Alana *&(A+A
aplication
1
. #n important role for information systems appeard in
19$ and continues into 199. This was the concept of a strategic
role of information systems" sometimes called strategic information
systems. %n this concept information system becomes integral part of
business processes" products and services that help a company gain
a competitive advantage
&
.
Towards the end of the twentieth centry many organisations
reali'ed that the old ways of organisation structures were no longer
appropriate. The technology driven companies have become
knowledge driven companies and information systems have become
crucial to the functioning of modern organisations and businesses
(
.
The rapid growth of %nternet" intranets and extranets and other
interconnected global networks dramatically changed the capabilities
of information systems in business. Today" information systems
technology is playing a critical role in business which is conducted in
a global environment and could not serve without information
systems
)
.
%n addition to tradicional systems which assist in the day*to*day
business operation" information system is providing support to
decision making. +everal studies have found and reported fndings
that information systems are playing an increasingly important role in
organisations of all types. ,urthermore" most authors agree that
information systems support decisions at all levels of the
organisation. They noted that information systems technology
support business operations in general and specifcally decision
making process
-
.
#long this line our study ob.ective concentrates on usage of
information systems for decision making purposes. The focus is to
show how organisations can use di/erent types of information
systems to support decision making and help managers make better
1
0ames #. 123rien and 4eorge 5arakas" Management Information Systems with
MISource" $
th
edition" &11.
2
6enneth 7audon" and 0ane 7audon" &ssentials of Management Information Systems"
9
th
edition" &11" pg. 1-.
3
%t is important to recogni'e that in the study of information systems we consider
how computers and other information technologies help" reinforce or reshape"
essentially human and organi'ational activities" not .ust what the computers
themselves do or how they operate. %n this we are saying that an information
system is essentially an organi'ational rather than technological phenomenon.
(
0ames 1. 8icks" 0r.9 Management Information Systems" # User :erspective" (
rd
ed."
199(" pg. !*$.
)
+ee9 Terry 7ucey9 Management Information Systems" 9
th
edition" &-" pg. &9&;
0ames 1.8icks" 0r.9 Management information systems" (
rd
edition" 199!" pg. 9;
4ordon 3. <avis" and 5argrethe 8. 1lson9 Management Information Systems"
=onceptual ,oundations" +tructure" and <evelopment" &
nd
edition" 19$-" pg. 66!.
_____________________________
48
decisions. 1ur study is important to managers since it help them to
undertsand how information technology can be used as a tool to
support ma.or components of business and decision making process.
The paper is organised as follows9 in the following section we
provide knowledge about desision making process and we then
describe information systems and its role in decision making. The
next section continues with types of information systems and
decision making levels. 7astly" we conclude our study with a
discussion and suggestions that there is a recogni'ed need for more
research in this feld.
1. Decision making process
<ecision making is a complex process involving many variables
that sometimes we do not yet fully understand. 8owever" the
scentifc literature suggests that many aspects of decision making
process are clear and decisions take place at each level of
management in an organisation. %n contemporary decision making
literature" decision making means recogni'ing problems" generating
alternative solutions to the problems" choosing among alternatives"
and implementing the chosen alternative
6
.
%t is universally agreed that decision making is a key managerial
activity and managerial function" mabye the key activity that often
decides the fate of organisations. <ecision making is a critical
managerial function
!
. 5anagers need information to si'e up the
problem" to take decisions" but also in order to act in a variety of
management functions. This taks can prove very di>cult and
information systems play an important role in supplying the needed
information
$
. The attention of managers2 increase rapidly from one
issue to another and when problem accures usually there is not
enough time for decision maker to get deeply involved in a wide rang
of issues. Therefore it is usually that information processed from
information systems are re?uired when organisation grows and
management function is performed by people who are speciali'ed to
make decision.
<ecision making falls into one of two general categories systems
that help users
9
to analy'e a decision making sistuation and make
*
:atrick 5c6eown9 Information Technology and the )etworked &conomy" &9" pg.
1$1.
+
+. +ha.ahan and @. :riyadharshini9 Management Information Systems. #vailable at9
httpAAwww. booksgoogle.com.
,
:atrcik 5c6eown9 Information Technology and the )etworked &conomy" &9" pg.
1$&.
-
The user is the decision maker or analyst who seeks the solution to a problem.
_____________________________
49
some sort of recommendation concernging action to take
1
. =rawfor
observed that given the nature of the work" decision makers tend to
rely upon information that is likely to be less accure then more formal
and complex information systems
11
.
Today" decision making is the key to the long B term survival of
organisations. 5aking good decisions isnCt su>cient; the organisation
must make them ?uickly as well. ,ailure to react to the dynamic
environment of the networked economy and to ade?uately handle the
increast level of innovation risk can result for a company going out of
business. 5aking good decisions often re?uires information systems
that can provide the decison maker with data" information and
answer to ?uestions
1&
. Dithout such support decisions may be based
hunches or bad information.
5aking a decision is a multistep process. #fter reviewing the
di/erent models of decision making process" we restrict our attention
and more specifcally we focus on the well known model proposed by
8erbert #. +imon which will be used as the basis for describing the
decision making process. +imonCs model consists of three ma.or
phases9 intelligence" design and choise
1(
but does not go beyong the
choice phase. +ome other models of decision making include
implementation phase and feedback from the results of the
decision
1)
. De consider that it is useful to present a framework for
exploring the nature of decision making that includes an
understanding of seven steps of decision making process E,igure 1F.
10
Terry 7ucey9 Management Information Systems" 9
th
edition" &-" pg. 1!&; +tephen
8aag and 5aeve =ummings: Information Systems &ssentials" &6" pg. 1((.
11
=rawfor" %.5.9 Marketing 'esearch and Informatoion Systems, 5arketing and
#gribusiness" Text*). 199!. #vailable at9
httpAAwwwfao.orgAdocrepAD(&)1GAw(&)1ea.htm
12
:atrcik 5c6eown9 Information Technology and the )etworked &conomy" &9" pg.
1$.
13
4ordon 3. <avis and 5argrethe 8. 1lson9 Management Information Systems,
nd
edition" 19$-" pg. 16).
1(
6enneth 7audon and 0ane 7audon9 &ssentials of Management Information Systems"
9
th
edition" &11" pg. (69.
_____________________________
50
"igure , - Model of decision making process
#s illustrated in ,igure 1" the decision making process begins with
the defnition of the problem re?uiring a solution or decision. #fter
defning the problem we gather information on the problem. %n the
next phase" we identify alternatives to resolve a problem or to
exercise a competitive initiative. The decision makers than evaluate
these alternatives in light of criteria established by the organisation.
Hext" we implement the selected alternative. %mplementing
alternative is often the most di>cult part of decision making and
many good decisions have failed to solve the original problem
because they were not successully implemented. ,inally" we must
monitor the results of the implementation to provide feedback to
management for reviw of the selection criteria" the alternatives" and
the decision. #n e/ective information system is necessary to carry
out these activities and to provide the information necessary for
decision making
1-
.
1)
0ames 1. 8icks" 0r.9 Management Information Systems, # User :erspective" (
rd
ed."
199(" pg. -&.
_____________________________
51
. In!ormation systems and its ro"e in decision making
%n recent decades there has been an increasing recognation of the
signifcance of information functions both in organisation and in
economy as a whole. # modern organisation devotes a great deal of
attention to how thay set about capturing" storing and processing the
information that they use in their operations and decision making
16
.
,urthermore" it has become widely accepted that information" and
information systems that handle it" are key resources of an
organisation.
#s noted earlier" information technology is technology used to
store" manipulate" distibute or create information. 4reater use of
these technologies in organi'ation is often associated with improved
availability of information" productivity" ?uality of work" e/ectiveness
and e>ciency in accomplishing tasks" the increase in e>ciency and
productivity as well as subse?uent reduction of costs brought about
by information technology is leading to the creation of new products"
new services and distribution channels within traditional industries"
with innovative business models and whole new industries.
%nformation technology can contribute to income generation and
poverty reduction and enables people and enterprises to capture
economic opportunities by increasing process e>ciency" promoting
participation in expanded economic networks
1!
.
Through the use of information systems and related technologies
organisations can improve business decision making and service
?uality or increase e/eciencies and productivity and thereby increase
proft. %n either case" e/ective use of information systems technology
involves changes to the organisation. 3usinesses can reduce
operational costs by decreasing material" can also use more and
better information to improve the value of their products" and can
make better decisions. These charactectics suggests that information
systems technology has the potential to be a powerful enabler of
development of organisations and businesses.
#ccording to =ha/ey" 3oci." 4reasley and 8ickie" information
systems are the means by which organisations and people" using
information technologies" gather" process" store" use and disseminate
information
1$
. The use of information technologies and information
systems is often understood to be changing the way that business"
1*
=hrisanthi #vgerou and Tony =ornford9 Developing Information Systems, =oncepts"
%ssues and :ractice" &
nd
edition" 199$" pg. )&.
1+
http9AAwww.pot*init.orgAframeworkApagesA&.(.&.html
1,
:aul 3oci." <ave =ha/ey" #ndrew 4reasley and +imon 8ickie9 %usiness Information
Systems, Technology" <evelopment and 5anagement for the e*business" &
nd
edition" &(" pg. )(.
_____________________________
5
government and society work and it is a dominant belief that the
widespread deployment of information technology will lead to
benefts for all as well as there is some evidence that information
technology has a signifcant e/ect on the structure of the
organisation
19
.
Dhen information technology is used in organisations" it often goes
by the name information systems
&
. %n this paper the term information
systems referes to systems that process the information that
managers and other emplyees combine with knowledge to make
decisions. 1rganisations use information systems in many ways to
reduce risks and help managers make decisions. 5c6eown observed
that information systems are used in organisations for three purposes
or functions9 handling the present" remembering the past and
preparing for the future E,igure &F
&1
. +imilarly" #vgerou and =ornford
pointed out that the frst domain of information systems is concered
with ade?uate information handling to support the various tasks of
organisation
&&
.
"igure . - The information systems cycle
1-
th
edition" &-" pg. 1!&; +tephen
8aag and 5aeve =ummings9 Information Systems &ssentials" &6" pg. &(!*&).
20
%nformation systems uses technology in the form of hardware" software and
communications links.
21
1$.
22
=hrisanthi #vgerou and Tony =ornford9 Developing Information Systems" =oncepts"
%ssues and :ractice" &
nd
edition" 199$" pg. &&9.
_____________________________
5#
The main .ob of decision maker is to make decisions and
information processed by information systems is linked to decision
making. #ccording to 8aag" 3alt'an" and :hilips" business activities
can not be reali'ed without the use of information systems
technology and managers can not make ?uality decisions
&(
. This
implies a relationship between information systems and decison
making proces.
To understand the relationship betweeen information systems and
decision making process" we must look at several studies of well
known and leading authors on information systems who found that
decision making is a complex process and information systems can
be used to improve decision making
&)
. +imilarly" 7ucey emphasises
the decision focus of his defniton of information systems
&-
. 8e
observed that Iinformation systems is a system to convert data from
internal and external sources into information and to communicate
that information in an appropriate form to managers at all levels in all
functions to enable them to make timely and e/ective decisions for
planning and controlling the activities for which they are responsibleI.
,urthermore" information systems play a crucial role in supporting all
types of decisions9 structured" semistructured and unstructured ETable
1F
&6
.
Tale ,- Types of decision making
<ecisions can be programmed or so called structured decisions and
unprogrammed also known as unstructured Ead hocF decisions
&!
.
#ccording to 7audon and 7audon decisions are clasi>ed as
23
+tephen 8aag" :aige 3alt'an and #mmy :hillips9 %usiness Driven Technology"
&6" pg. !.
2(
+ee9 6eneth 7audon and 0ane 7audon9 &ssentials of Management Information
Systems" &11" pg. (6!; 4ordon <avis and 5argrethe 8. 1lson9 Management
Information Systems" =onceptual ,oundations" +tructure" and <evelopment" 19$-"
pg. (6$.
2)
th
edition" &-" pg. 1!9.
2*
Table 1 compares structured and unstructured decisions in terms of information
re?uired" identifcation of alternatives and selection of alternative.
2+
1$&.
_____________________________
54
structured" semistructured and unstructured
&$
. The key points
mentioned so far can also be found in a study published by <avis and
1lson
&9
. They pointed out that structured decisions are made by
following a set of rules" usually on a repetitive basis. The type of
problem adressed by structured decisions is especially amenable to
solutionby computeri'ed mathematical models. %n contrast"
unstructured decisions involve complex situations and often must be
made on a once only basis using any available information. Ho clear
cut solution methotodologies exist for these decisions" and their
resolution re?uires a high degree of human intition and .udgement.
%t is often stated that information systems is a tool to help
managers by using available information for action and to facilitate
decision making and one of the main countributions of information
systems has been to improve decision making
(
. 5anagers who
understand what information system is" and what information system
can and cannot do" are in the best position to help their organisation
succeed and make better decisions
(1
.
@esearch over the years has confrmed the inJuence of information
systems technology on the way how businesses operate. +riKa and
+premiK" emphasi'e that information systems can inJuence not only
business process" but also decision making process
(&
. +ome authors"
however" argue that that information technology
((
has the potential
to change the structure and performance of organisation and human
enterprises
()
. 1n the other hand 7ucey pointed out that research over
many years has confrmed a signifcant inJuence of information
technology on the structure of organisations and on the way they
operate
(-
. %ndeed information systems technology deals with the
information re?uirements of the business processes of organisation
2,
9
th
edition" &11" pg.(6$.
2-
4ordon 3. <avis and 5argrethe 8. 1lson9 Management Information Systems"
nd
edition" 19$-" pg. 16$.
30
9
th
edition" &11" pg.
31
+tephen 8aag" :aige 3alt'an and #mmy :hillips9 %usiness Driven Technology"
&6" pg. 9-.
32
Lelimir +riKa and 5ario +premiK9 Informaci/skom tehnologi/om do poslovnog
uspeha" &. pg.
33
Technologies are changing rapidly and relevant market boundaries are Juid and
di>cult to defne.
3(
+ee9 4ordon 3. <avis and 5argrethe 8. 1lson9 Management Information Systems"
=onceptual
,oundations" +tructure" and <evelopment" &
nd
edition" 19$-" pg. (6$; 0ames 1. 8icks"
0r.9 Management Information Systems" (
rd
edition" 199(" pg.9.
3)
th
edition" &-" pg. 1.
_____________________________
55
and has the potential to energise business systems and even improve
decision making.
#pplication of information systems in decision making as well as in
other forms of business brought ma.or changes in the decision
making process. The application of information systems in decision
making in todayCs complex business world is possible only when
information systems are based on a computer system support.
6roenke and 8atch" pointed out that the key functions of information
systems can sometimes be performed without the use of a computer.
3ut" their fndings emphasi'e that computers enhance our processing
abilities so mutch that most information systems do include
computers
(6
.
#. $ypes o! in!ormation systems and decision making
Ho doupt" the 19$s were golden years in the area of information
systems usage in decision making. #s noted earlier" it is almost a
universal assumption in the literature that information technology has
made a signifcant impact in decsion making and the evolution of the
usage of information systems technology in organisation for decision
making purposes has been documented. %t is important to reali'e that
information systems in the real world are typically integrated
combinations of several types of information systems.
There are four types of information systems for supporting the
di/erent levels of decision making
(!
. %nformation systems specifcally
designed to help managers make better decisions include a variety of
types of information systems" which often go by di/erent names such
as9 decision support systems E<++F
($
" group decision support systems
E4<++F" Management Information Systems E5%+F and e$ecutive
support systems EG++F. These information systems have specifc roles
in the organisation that are often asociated with various managerial
levels. %nformation systems that support decision making are
3*
<avid 6roenke and @ichard 8atch9 %usiness Information Systems" #n %ntroduction"
-
th
edition" 199(" pg. 19.
3+
9
th
edition" &11" pg. (!1.
3,
The term decision support system E<++F" like management information systems
E5%+F and other terms in the feld of information systems" is a content free
expression that means di/erent things to di/erent people. Therefore" although
there is no universally accepted defnition of <++" by some is used as a specifc
tool and by others as an umbrella term to describe any computeri'ed system that
support decision making in an organisation. E+ee9 Gfraim Turban" 0ay G. #ronson" 0.
and Ting :eng 7iang9 Decision Support Systems and Intelligent Systems, !
th
Gdition"
&-" pg. (9.F.
_____________________________
5%
commonly referred and grouped together under the broad term as
decision support systems
(9
.
1n the other hand several authors agree that various information
systems became available to support management and decision
making" and enable organisation to enhance their e>ciency and
productivity
)
. :erhaps more importantly" management information
systems E5%+F deal with processing data that already exist in
operational systems" in order to improve the managerial e>ciency of
organisation. 5anagement information systems E5%+F serve the
management level of the organisation" providing managers with
reports and often online access to the organisationCs current
performance and historical records. 5%+ provide information on
organisation performance to help managers monitor and control the
business" often in the form of reports based on data summari'ed from
transaction processing systems ET:+F" which record and process data
resulting from business transactions. The basic transaction data from
T:+ are compressed and are usually presented in long reports that
are produced on a regular schedule. 5ost 5%+ support structured
decisions and some semistructured decisions
)1
.
Tale .! Types of information systems
Table & summari'es the features of the four types of information
systems. %t should be noted that each of the di/erent systems may
3-
:atrick 5c6eown: Information Technology and the )etworked &conomy" &9" pg.
1$(.
(0
+ee9 Terry 7ucey: Management Information Systems" 9
th
edition" &-" pg. 1!9 ;
0ames 1. 8icks" 0r.9 Management Information Systems" (
rd
edition" 199(" pg. (*!;
4ordon 3. <avis and 5argrethe 8. 1lson9Management Information Systems"
nd
edition" 19$-" pg. )1.
(1
9
th
edition" &11" pg. !&.
_____________________________
57
have components that are used by organi'ational levels and groups
other than its main constituencies.
<ecision support systems E<++F are the natural progression from
transaction procesing systems ET:+F and management information
systems
)&
E5%+F. <ecision support systems E<++F also serve the
mamagement level of the organisation and help managers make
decisions that are uni?ue" rapidly changing" and easy specifed in
advance. <++ combine data" analytical models" tools and user*
friendly software into a powerful system and address problems where
the procedure for arriving at a solution may not be fully predefned in
advance.
%t is important to note that while management information systems
E5%+F are oriented almost exclusively to internal" not environmental or
external sources" decision support systems E<++F use internal
information from T:+ and 5%+ and often bring in information from
external sources. <++ are interactive" computer based information
systems that use decision models and speciali'ed database to assist
the decision making process of managerial users. <++ can support
semistructured or unstructured decision making
)(
.
4roup decision support systems E4<++F" is a generic term that
includes all forms of collaborative computing. 4<++ evolved after
information technology researchers recogni'ed that technology could
be developed to support the many activities normally occuring at
face*to*face meetings
))
. #lthough 4<++ support group work
processes and help people meeting together in a group arrive at
decisions" is still considered a specially designed information system
and since the mid*199s many of the special capabilities of 4<++
have been embedded in productivity tools
)-
.
(2
<imitrios 3uhalis9 eTourism, Information Technology for Strategic Tourism
Management" &(" pg. 1(.
(3
4ordon 3. <avis and 5argrethe 8. 1lson9 Management Information Systems"
nd
edition" 19$-" pg. (!.
((
Gfraim Turban" 0ay G. #ronson and Ting :eng 7iang9 Decision Support Systems and
Intelligent Systems" !
th
edition" &-" pg. (!9.
()
,or example" 5icrosoft Het5eeting is part of Dindows" and most of 4<++ are easy
to use and provide support for activities like idea generation" conJict resolution"
and voting.
_____________________________
58
"igure 0- The four ma/or types of information systems
,igure ( provides examples of T:+" <++" 5%+" and G++" showing the
level of the organi'ation and business function that each supports.
+enior managers use executive support systems EG++F. G++G+ are
management information systems tailored to the strategic
information needs of top management to help them make decisions.
They address nonroutine decisions and are designed to incorporate
data about external events" but they also draw summari'ed
information from 5%+ and <++. G++ flter" compress" and track critical
data" displaying the data of greatest importance to senior managers.
De should emphasi'e that unlike other types of information systems"
G++ are not designed to solve specifc problems. %nstead" G++
provides a generali'ed computing and communications capacity that
can be applied to a changing array of problems. G++ helps senior
managers with unstructured problems by combining data from
internal and external sources
)6
.
&onc"usion
<evelopment in information technology in our age and exponential
growth in use has brought important changes in the needs of
organisations and businesses. %n our paper we show that towards the
(*
9
th
edition" &11" pg. (!9.
_____________________________
59
end of the twentieth centry" information systems technology has
transformed the organisation structure and improved decision making
process. %t is interesting to note that most authors links information
systems technology usage to decision making process and confrmed
the inJuence of information technology on organisational structure
)!
.
#lso" literature shows that there is a recogni'ed need for more
research in this feld in order to raise our understanding of functioning
of modern organisations and businesses. #dditionally" today
information systems usage to support decision making process is
imperative. 1rganisations that do not know the importance of
information systems in decision making can be successful in the short
term" but never gain strategic benefts from information systems and
its use. #s a conclusion of this paper" it is possible to state that more
knowledge about e/ective use of information technology to improve
decision making is needed and more attention shuld be paid to usage
of information systems for decision purposes.
'e!erences:
1. =hrisanthi #vgerou and Tony =ornford9 Development of Information
Systems" =oncepts" %ssues and :ractice" &
nd
Gdition" :algrave" Hew
Mork" 199$.
&. =rawfor" %.5. E199!F 5arketing 'esearch and Information Systems"
5arketing and #gribusiness" Text*). #vailable at9
httpAAww.fao.orgAdocrepAD(&)1GAw(&)1ea.htm
(. <avid 6roenke and @ichard 8atch9 %usiness information systems" #n
%ntroduction" -
th
edition" Hew Mork" 5c 4row 8ill" 199(.
). <imitrios 3uhalis9 eTourism, Information Technology for Strategic
Tourism Management, :rentice 8all" Gdinburg" Gngland" &(.
-. Gfraim Turban" 0ay G. #ronson and Ting :eng 7iang9 Decision Support
Systems and Intelligent Systems, !
th
Gdition" :earson :rentice*8all"
Hew 0ersey" &-.
6. 4ordon <avis and 5argrethe 8. 1lson9 Management information
systems" =onceptual ,oundations" +tructure and <evelopment" &
nd

Gdition" 5c4raw 8ill*3ook =o" U+#. 19$-.
!. http9AAwww.pot*init.orgAframeworkApagesA&.(.&.html
$. 0ames #. 1C3rien and 4eorge 5arakas9 Management Information
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1. 6enneth 7audon and 0ane 7audon9 &ssentials of Management
Information Systems" 9
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Gdition" :earson" Hew 0ersey" &11.
11. :atrick 5c6eown9 Information Technology and the )etworked
&conomy" Nurich" +wit'eland" &9.
1&. :aul 3oci." <ave =ha/ey" #ndrew 4reasley and +imon 8ickie9
%usiness Information Systems" Technology" <evelopment and
5anagement for the e*businessI" &
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1(. +. +ha.ahan and @. :riyadharshini9 Management Information Systems"
Hew #ge %nternational :ublishers" Hew <elhi" %+3H*$1*&&)*1-)9*.
#vailable at9 httpAAwww.booksgoogle.com.
1). +tephen 8aag and 5aeve =ummings9 Information Systems
&ssentials" 5c4raw*8ill" Hew Mork. &6.
1-. +tephen 8aag" :aige 3alt'an and #my :hillips9 %usiness Driven
Technology" 5c4raw*8ill" Hew Mork. and =ummings" &6.
16. Terry 7ucey9 Management Information Systems" 9
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1!. Lelimir +riKa and 5ario +premiK9 Informaci/skom tehnologi/om do
poslovnog usp/eha, +inergi.a" Nagreb" &.
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Mihane Berisha

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Improving Decision Making with Information Systems: Technology-An

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