An Evolutionary Perspective

This paper reports on the intensive investigation of a single DSS project in a manufacturing company and identifies a series of factors or processes that can interfere with Keen’s adaptive loops; these factors evolutionary disruptors are called.

Abstract

Most studies of DSS failure involve survey research, based on factor models. This paper takes an alternative approach and reports on the intensive investigation of a single DSS project in a manufacturing company. The theoretical model informing the research is Keen’s adaptive design approach that conceptualizes DSS development as a series of adaptive loops between the system, the client, and the analyst. The case study analysis identifies a series of factors or processes that can interfere with Keen’s adaptive loops; we call these factors evolutionary disruptors. Knowledge of these disruptors may alert DSS developers to the likelihood of project failure earlier than would otherwise be the case.