Information use model for the strategic decision making in information organizations
Datasets usually provide raw data for analysis. This raw data often comes in spreadsheet form, but can be any collection of data, on which analysis can be performed.
Abstract We present a model for the use of information in the making of strategic decisions in Cuban organizations of information. Its conception begins with the recognition of the characteristics of decision-making in the organizational context, emphasizing the level of strategic decision. This characterization deepens in the particularities of strategic decisions and the advantages and organizational capacities that it generates, as well as the different intrinsic components of the process: problem-situation, individual, information and contextual elements. The study applies the Phenomenography as a research method, giving the possibility to examine the components and the relations that intervene in the strategic level decision process. The model’s proposition is sustained by three pillars, an informational dimension, a behavior dimension behind the information use and a contextual dimension. Each of these dimensions respond to the process particular components and this relation contributes to establish a proposition that recognizes the information, informational processes and information systems, as well as the specificities of the use of information derived from the decision-makers’ behavior, and the diverse management processes that impact on and guarantee the creation of better and greater organizational capacities to carry out the strategic decision processes.