An experimental investigation of factors influencing predicted success in DSS implementation

This paper describes the results of an experiment that examined the effects of four factors hypothesized to influence the predicted success at various stages of the implementation of a proposed Decision Support System (DSS). The setting for the experiment was the development of an interactive financial budget planning and expense tracking system. The experiment was framed using two basic models: the three-stage change process comprising unfreezing, moving, and refreezing; and second, a model for the management of technological change. The four factors studied were: (a) the time allowed for completion of the systems development and implementation effort; (b) the presence or absence of a champion; (c) the ease with which the managerial change required by the proposed system could be reversed; and (d) the level of success in the preceding stage or stages of the change process. The subjects were mid-level managers and staff attending evening MBA classes at the University of Minnesota.