{'fraction_non_alphanumeric': 0.025449101796407185, 'fraction_numerical': 0.0, 'mean_word_length': 5.4326923076923075, 'pattern_counts': {'":': 0, '<': 0, '<?xml version=': 0, '>': 0, 'https://': 0, 'lorem ipsum': 0, 'www.': 0, 'xml': 0}, 'pii_count': 0, 'substrings_counts': 0, 'word_list_counts': {'cursed_substrings.json': 0, 'profanity_word_list.json': 0, 'sexual_word_list.json': 0, 'zh_pornsignals.json': 0}}
Information technology in support of individual decision‐making

Abstract. The use of computers in organizations has often been justified by reference to the ‘improved decision‐making’ which will result from the use of new technology. Rarely, if ever, is any precise measurement given as to how such improvements will be judged. Phrases such as ‘better information leads to better decisions’ and ‘what managers require is more information’ dominate the literature on management information systems (MIS). Alistair Preston argues that this alignment with top management allowed MIS to legitimize and elevate itself as both a serious practice and an academic discipline.