It is becoming apparent that information technology is having a profound effect on today's workplace. The diffusion of technology is changing not only the procedural methods used to conduct business, but also the way companies relate to customers, suppliers, and employees. The revolution is no longer solely a technological phenomenon. It is also a social phenomenon that will necessitate a comparable revolution in how we structure organizations (Reynolds, 1989). Information technology is bringing about fundamental changes which will take years to work through and become fully integrated into our workplaces and culture (Wagel and Levine, 1989). The most significant implication of the evolving nature of information technology concerns the structure of the organization. When the organization's structure changes, decision processes, managerial roles, reward systems, communication systems, and types of people attracted to the organization also change. (Beer, 1980) Decision Support Systems (DSS) are just one of many types of technological tools for improving enduser performance that are available to modern business professionals (LeBlanc and Kozar, 1990). Microcomputer-based productivity software, electronic messaging systems, integrated office systems, video-teleconferencing, and computer-conferencing are just some examples of relatively recent technological innovations designed to make organizations more efficient and effective in the marketplace. There is no doubt that the use of any of these tools, in lieu of their traditional counterparts, affects the organization's work environment. However, it is more difficult to assess the impact of DSS on the environment than these other technologies. This paper will discuss some potential impacts of decision support
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