Strategic behaviour (SB) is critical in multi-stakeholder decision-making processes and influences negotiations and outcomes. SB is defined as the behaviour of stakeholders aiming to maximise their own goals and interests by influencing the outcomes in a decision-making environment. Although there are many publications on SB, there is a gap in understanding how decision environments influence such behaviours, with a specific focus on Decision Support Systems (DSS). This literature review aims to identify and analyse the key aspects of SB in decision-making processes and environments, specifically within the context of Decision Support Systems (DSS). This study adopts a narrative approach to identify the most relevant publications related to the research topic in the Scopus, Web of Science, Google Scholar, and ScienceDirect databases. It should be mentioned that a literature search is conducted for each individual topic: (1) strategic behaviour, (2) DSS, and then (3) the intersection of Strategic behaviour and DSS. This literature review provided a comprehensive understanding of the SBs through different perspectives and categorisations. Moreover, it led to the identification of 11 actions that can be considered as SB: (a) withholding information, (b) selectively sharing information, gathering information, (c) misrepresentation, (d) bluffing, (e) exaggerating, (f) tit-for-that, (g) opposing, (h) keeping options open, (i) coupling issues, and (j) framing. Next to SB, a similar search process with a narrative approach was conducted to find the most relevant publications in the field of DSS, which are computer-based information systems designed to assist decision-makers in solving semi-structured or unstructured problems by providing data, models, and analytical tools (e.g., Preference-Based Accommodation Strategy (PAS)). The findings of the research show that research in both DSS and SB has mainly focused on how DSS can aid strategic decision-making or develop mechanisms resilient to strategic manipulation. However, there is a lack of understanding of the actual behaviours of users interacting with DSS and how to observe them. Thus, this research led to the understanding that there is a gap in gasping how SBs develop within DSS use. Future research could focus on filling this gap by using the actions (outcomes of this research) in the decision-making processes within DSS systems.

Strategic behaviour (SB) is defined as the behaviour of stakeholders aiming to maximise their own goals and interests by influencing the outcomes in a decision-making environment. This behaviour is by nature included in the multi-stakeholder decision-making processes, as they use it to influence the process and align the outcomes with their own interests. This can result in imbalances and less-optimal outcomes of the decision-making processes. Decision Support Systems (DSS) are designed to improve decision quality. However, their effectiveness can be compromised when behavioural dynamics are not fully understood. This study aims to investigate how DSS influence SBs (including collaborative and competitive strategies, by using a specific DSS namely the Preference-Based Accommodation Strategy (PAS). PAS is a design and decision support system, which is designed to include the preferences of all the decision-makers. This research uses different qualitative methods within the pilot study at a large Dutch governmental real estate organisation. Different interviews were conducted with key decision-makers to understand the SBs in both traditional and PAS-supported environments. In addition to this, observations were conducted during the execution of the PAS decision and decision support system to analyse stakeholders’ interactions and behavioural patterns in real time. These insights were then analysed to identify how DSS (in this case PAS) influence competitive and collaborative strategies. The results of the analysis show that the current decision-making environments lack transparency and inclusivity, which contributes to competitive behaviour. However, within the PAS-supported environment, collaborative strategies were more prevalent. This is due to the fact that transparency and structured decision process within the PAS encourage collaborative decision-making. The PAS integrates open dialogue and transparent negotiation. Moreover, it creates an environment where cooperative strategies become more effective and rewarding. By addressing the gaps in the DSS field, this study provides insights into the use of specific decision-making environments, such as PAS, to mitigate SBs, more specifically competitive ones, and enhance collective decision quality.