Abstract
Purpose. The amount of research studying the effects that information technologies (IT) have in managerial roles such as decision making is minimal. The Internet, one of the fastest growing technologies, has the potential for significant impact on managerial decisions. This study examines the relationship between Internet usage and managerial decision outcomes as perceived by public managers. Methodology. Quantitative and qualitative data provided by public managers' responses to a survey were gathered and analyzed. Descriptive statistics and correlation analysis using Pearson's r were employed in analyzing the relationship between the use of the Internet's computing and communication capabilities and managerial decision making. Theoretical framework. Underlying this investigation is an adaptation of the research model of Teng and Calhoun (1996) combined with Simon's (1960) decision making typology. It was hypothesized that user skills and frequency of use of the Internet's computing and communication capabilities may facilitate effective managerial decision making. Effective decision making was examined using four variables: (a) enhancing intelligence (or knowledge), (b) developing alternatives, (c) obtaining group input or influence, and (d) choosing the best solution with increased speed. Findings. The Internet is used in all levels of management involving a number of functional areas. The study revealed that, regardless of the managers' skills, the use of the Internet is perceived as a valuable tool in decision making. Most managers perceived that the frequency of Internet usage has only a moderate impact on improving decision making. Overall, Internet usage is perceived by managers as a decision-support information technology that contributes positively in improving their decisions. Conclusions and recommendations. The value of Internet use is recognized in the public sector. In the future, it is anticipated that the Internet will have even wider applications, increased usage and improved capabilities addressing the needs of managers and organizations. It is therefore important that researchers monitor its growth and impacts on organizational design, managerial roles and outcomes, especially within the public sector.