When decision support systems fail: Insights for strategic information systems from Formula 1.

Highlights • A dramatic case of decision making failure in Formula 1 demonstrates the need for broader analysis from a practice-based perspective. • An inductive study of the Ferrari case in Abu Dhabi in 2010 reveals more complex and nuanced reasons for failure than those reported in the media that led to key strategists being ousted. • Three topics stand out for strategic IS research: (1) The situated nature and affordances of decision making; (2) The distributed nature of cognition in decision making; and (3) The performativity of the decision support system. Abstract Decision support systems (DSS) are sophisticated tools that increasingly take advantage of big data and are used to design and implement individual- and organization-level strategic decisions. Yet, when organizations excessively rely on their potential the outcome may be decision-making failure, particularly when such tools are applied under high pressure and turbulent conditions. Partial understanding and unidimensional interpretation can prevent learning from failure. Building on a practice perspective, we study an iconic case of strategic failure in Formula 1 racing. Our approach, which integrates the decision maker as well as the organizational and material context, identifies three interrelated sources of strategic failure that are worth investigation for decision-makers using DSS and big data: (1) the situated nature and affordances of decision-making; (2) the distributed nature of cognition in decision-making; and (3) the performativity of the DSS. We outline specific research questions and their implications for firm performance and competitive advantage. Finally, we advance an agenda that can help close timely gaps in strategic IS research. [ABSTRACT FROM AUTHOR]