"L'évolution des idées concernant les relations entre "Systèmes d'Information et Management des Entreprises""


Informatique et Santé

1993, n°6, pp.8-22

Départements : Informations Systems and Operations Management

A Comparative Evaluation of the Utility of Electronic and Voice Mail for Organizational Communication


Information & Management

janvier 1993, vol. 24, n°1, pp.9-21

Départements : Informations Systems and Operations Management

Communication in scheduled and unscheduled meetings, over the telephone and in face-to-face encounters consumes the majority of a manager's time. By some estimates, up to 85% of a manager's time is involved with various forms of communication. It comes as no surprise, therefore, that many organizations see the enhancement of managerial communication as a potentially high leverage application. This paper reports on the results of an exploratory study that compares two of the most prevalent communication technologies: Voice and electronic mail. Based on the findings of a questionnaire completed by 68 users of both voice mail and electronic mail from 12 organizations, cross-media comparisons are made with respect to scope of communication, patterns of communication, communication tasks and message content. The findings indicate that E-mail is viewed as a medium that has a significant impact on how individuals communicate in an organization. By contrast, V-mail is viewed as only a supplement to the telephone and has minimal perceived impact on intra-organizational communication

An Experimental Investigation of Iconic and Direct Manipulation Interfaces


International Journal of Man-Machine Studies

mars 1993, vol. 38, n°3, pp.369-402

Départements : Informations Systems and Operations Management

This paper reports on two experiments which examine the effects of iconic and direct manipulation interfaces on the performance of casual users using an electronic mail system. There are two key aspects to these experiments. First, they have been carefully designed to separate the effect of iconic representation from that of direct manipulation in order to examine the independent effect of each as well as their joint effect. Second, subjects performed the same experimental task three different times over 1 week, thus allowing for the effects of icons and direct manipulation interfaces to be assessed over repeated trials. Each experiment measured time taken and errors made in task completion as dependent variables.Results indicate that there were no advantages associated with iconic representations compared to text-based representations of actions and objects. Subjects working with direct manipulation interfaces completed the task faster than those with menu-based interfaces. However, this difference in time was not significant when the task was repeated for a third time, indicating that the benefits to direct manipulation might diminish after a learning period. No interface was better than others in terms of reducing error rates when interacting with the computer system

Decision Makers, Decision Aids and Decision Making Effort: An Experimental Investigation


INFOR: Information Systems and Operational Research

mai 1993, vol. 31, n°2, pp.80-100

Départements : Informations Systems and Operations Management

This paper reports the results of two laboratory experiments designed to assess the impact of decision aid use on effort expenditures by decision makers. The traditional assumption in the decision support systems (DSS) literature is that if decision makers are provided with expanded processing capabilities they will use them to analyze problems in more depth and as a result make better decisions. Empirical studies investigating the relationship between DSS and decision quality have not borne this out. The explanation for such outcomes could be found in behavioral decision making theories. The literature on behavioral decision making indicates that the conservation of effort may be more important than increased decision quality in some cases. If this is so, then the use of a decision aid may result in effort savings but not improved decision performance. The two experiments reported here compare the information processing effort expended by users of a decision aid designed to support preferential choice problems to unaided decision makers. Effort is measured by deriving information use and processing measures from concurrent verbal protocols. The results support the concept of effort minimization. Total information use did not increase with the availability of the decision aid, rather the decision aid was used in such a way as to replace, rather than augment, decision maker effort. In the various aided conditions, the decision aid accounted for from 25-40% of the total information processed by the decision maker. The results further indicate that the impact of the decision aid is more pronounced in task settings with a larger number of alternatives to choose from. The implications of these results are discussed in the context of both DSS research and design

Le benchmarking : mode ou nouvelle méthode d'amélioration de la performance ?


Revue Management et Qualité

juillet 1993, n°38-39

Départements : Informations Systems and Operations Management

Le déploiement du tableau de bord dans les ateliers


Revue Française de Comptabilité

mars 1993, n°243, pp.35-42

Départements : Informations Systems and Operations Management

Partenariat industriel : nouvelle dimension stratégique pour les entreprises performantes


Revue Arts et Manufactures

janvier 1993, n°443, pp.13-19

Départements : Informations Systems and Operations Management

The Future of DSS and EIS



1993, n°19, pp.24-26

Départements : Informations Systems and Operations Management

Using a knowledge-based decision support system development environment to implement a scheduling system for a workshop

P. Dejax, M. KLEIN, C. Lecomte

International Journal of Production Economics

1993, n°30-31, pp.437-451

Départements : Informations Systems and Operations Management