Thirty executives representing major corporations within 6 Arabian Gulf regions participated to address the problems created when mental shortcuts are used to make decision and when decision support systems are used to process information. Participants were asked 30 questions on how they use decision support systems, interact with subordinates in decision making, and what enables or prevents good decision making. Best practices in decision making based on decision support systems were shared. Grounded theory qualitative research was used to analyze the content to ground leadership theory from the interrelationship of the categories. The findings indicated the core phenomenon for effective decision making using decision support systems centers on data accuracy and leadership, and the importance of the decision maker, data owner, technology reliability, and 5 prominent leadership behaviors. The categories formed a model showing how executive leaders make decisions with 4 elements occurring simultaneously that guide and influence the understanding of being a responsible leader. Strategies emerged that interrelate with decision making and leadership theories.
|School:||University of Phoenix|
|School Location:||United States -- Arizona|
|Source:||DAI-A 72/03, Dissertation Abstracts International|
|Subjects:||Management, Information Technology, Middle Eastern Studies, Information science|
|Keywords:||Arabian Gulf, Best practices, Decision support, Information-based decision-making, Psychology, Technology|
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