Building an organizational decision support system for investment performance management: Korea Telecom case

Organizational decision support systems (ODSS) are a new type of decision support systems (DSS) focusing on the organization wide issues rather than individual, group, or departmental issues. Because of its organization wide scope, a typical ODSS cuts across organizational functions or hierarchical layers. Thus, seamless integration with organization's diverse IS applications running on heterogeneous platforms becomes a critical issue for building a successful ODSS. We analyze the Korea Telecom (KT)'s Operations and Maintenance (O&M) division focusing on its investment strategies. We develop a conceptual framework which links O&M investment decisions to performance of its operational branches across the nation. In this framework, performance of each local branch is evaluated on two dimensions: quality of service (QOS) and difficulty of the local operating environment (CDI: context difficulty index). This approach will enable O&M management to explicate the major causes behind differences in service quality among local branches and to determine proper scale and area of O&M investment for competing branches. To support the above framework, we also develop a prototype for the KTOM-ODSS with an EIS like user friendly interface. When a complete ODSS is implemented on top of various KT transaction processing systems, it will become a critical component of the O&M Integrated Decision Support Environment (IDSE).

[1]  A El SawyOmar,et al.  Issue-based decision support systems for the Egyptian cabinet , 1988 .

[2]  Varghese S. Jacob,et al.  Organizational Decision Support Systems , 1992, Int. J. Man Mach. Stud..

[3]  Sree Nilakanta,et al.  The design and implementation of a data extraction scheme to facilitate model-database communication , 1993, Decis. Support Syst..

[4]  Gurpur M. Prabhu,et al.  Technology imperatives of BPR and their effect on organizational decision support , 1995, Proceedings of the Twenty-Eighth Annual Hawaii International Conference on System Sciences.

[5]  Joey F. George.  The Conceptualization and Development of Organizational Decision Support Systems , 1992, J. Manag. Inf. Syst..

[6]  E. B. Swanson.  Distributed decision support systems: a perspective , 1990, Twenty-Third Annual Hawaii International Conference on System Sciences.

[7]  Rajesh Mirani,et al.  Macro issues in the development of organizational decision support systems , 1995, Proceedings of the Twenty-Eighth Annual Hawaii International Conference on System Sciences.

[8]  Omar El Sawy,et al.  SIM Competition Paper: Issue-Based Decision Support Systems for the Egyptian Cabinet , 1988, MIS Q..

[9]  Richard T. Watson,et al.  A design for an infrastructure to support organizational decision-making , 1990, Twenty-Third Annual Hawaii International Conference on System Sciences.

[10]  Sree Nilakanta,et al.  Design of organizational decision support systems: the use of a data extraction scheme to facilitate model-database communication , 1991, Proceedings of the Twenty-Fourth Annual Hawaii International Conference on System Sciences.

[11]  Gary I. Green,et al.  An Architecture for Organization-Wide Decision Support Systems , 1988, ICIS.

[12]  Michael Hammer,et al.  Reengineering Work: Don’t Automate, Obliterate , 1990 .

[13]  W. E. Walker,et al.  Differences between building a traditional DSS and an ODSS: lessons from the Air Force's Enlisted Force Management System , 1990, Twenty-Third Annual Hawaii International Conference on System Sciences.