管理信息系统(英文文献)DecisionmodelsforinformationsystemsmanagementKweku-MuataOsei-Bryson&OjelankiNgwenyamaPublishedonline:1May2022#SpringerScience+BusinessMedia,LLC20221IntroductionInthelasttwodecades,informationsystems(IS)manage-mentdecisionmakinghasbecomemorecomplex.Every-day,ISmanagersinorganizationsofallovertheworldmanagebillionsdollarsofassetsandmustmakecomplexdecisionsthatinvolveinformationsecurity,outsourcing,disasterrecovery,software,hardwareandvendorselection,investmentstrategies,timingtheimplementationofcom-plexsoftwaresystems(suchasenterpriseresourceplanning(ERP)).Inadequateunderstandingofthesedecisionprob-lems,poordecisionanalysis,andbadjudgmentcanresultincatastrophicoutcomesforcompanies.However,therehasbeenlimitedresearchondecisionmodelsandframe-worksthatcouldassistinformationtechnology(IT)managerswiththesecomplexdecisionproblems.Whilethereareresearchersworkingintheseareas,muchoftheirworkappearsinjournalsoutsidethefieldofIS.TheprimaryobjectiveofthisspecialissueofInformationSystemsFrontiersistofocusonprovidingsolutionstosignificantISmanagementproblemsandtoprovidestrategicknowledgeforpracticingmanagers.AsecondobjectiveofthisspecialissuetogiveimpetustothedevelopmentofalineofresearchthatwouldcontinuetofocusattentiononprovidingsolutionsforthemanyemergingcomplexproblemsthatISmanagersmayface.2InformationsystemsdecisioncontextInformationsystemsmanagementdecisionproblemssuchasinformationsecurity,outsourcing,disasterrecovery,software,hardwareandvendorselection,investmentstrat-egies,timingtheimplementationofcomplexsoftwaresystems(suchasERP)areextremelycomplexandcanadverselyimpacttheperformanceofthefirm.Thecomplexityofthesedecisionproblemsderivefromorgani-zationandenvironmentalconditionsthatinclude(a)multiplestakeholderswithdifferentgoalsandriskprefer-ences(b)multipleobjectivesandvaluetrade-offs;(c)competitiveenvironmentswithriskanduncertainty;and(d)interdependencies,indefinitetimehorizonsandstrategicimpactsofdecision.Undertheseconditionsdecisionmakersoftenhavedifficultiesidentifyingdecisionalternativesandmustbecreativeandcarefulintheiranalysis,astheconsequencesofpoorISdecisionmakingfoundintheliteratureshow(LyttinenandRobey11019;Yeo2002;Ngwenyamaetal.2007).WhenmanagersfacecomplexISproblems,decisionanalysisframeworksandmethodscanbeextremelyusefulwhentheyassist:(1)interrogatingtheproblemdomain;(2)structuringdecisionproblemsandgeneratingalternatives;(3)analyzingalter-nativesandassessingtheirimpacts;(4)determiningthepreferencesofdecisionmakers;(5)evaluatingandcom-paringdecisionalternatives,and,analysisofimplications.However,whilegeneraltheoriesandframeworksexistsfordecisionanalysis,thecomplexityanddiversityofISproblemsnecessitateresearchanddevelopmentofframe-InfSystFront(2022)10:277–279DOI10.1017/s10796-008-9082-7K.-M.Osei-Bryson(*)TheInformationSystemsResearchInstitute,VirginiaCommonwealthUniversity,Richmond,VA23284,USAe-mail:KMOsei@https://www.sodocs.net/doc/1018389573.htmlO.NgwenyamaInstituteforResearchonTechnologyManagement,RyersonUniversity,Toronto,ON,Canadae-mail:Ojelanki@Ryerson.ca本文来源：网络收集与整理，如有侵权，请联系作者删除，谢谢！