Despite recent advances in using Decision Support Systems (DSS) for automating or enhancing processes within organizations, their adoption remains low in work contexts. While much research has explored DSS adoption by individual workers, there has been limited focus on the broader multi-stakeholder systems in which they operate. To study this further, this research investigates the adoption of a DSS within a multi-stakeholder environment by using a case study on passenger flow control situated at an international airport.

After the literature research, a context research was performed, consisting of observations, unstructured interviews, and a semi-structured interview study with 11 participants. During this research, several challenges faced by the flow controllers were identified, alongside tensions present between flow controllers, flow guiders, and flow moderators.

By discussing the effects that introducing a DSS might have on these existing challenges and tensions, potential opportunities and adoption barriers were formulated for the adoption of the DSS. The potential adoption barriers were identified on two levels: the integration of the DSS into the multi-stakeholder system and the interaction between the flow controller and the DSS. Regarding the integration into the multi-stakeholder system, the introduction of the DSS might deteriorate interactions between flow controllers, flow moderators, and flow guiders, limiting the exchange of important information and alignment regarding the decision-making process, which is currently valued. Regarding the interaction between decision-makers and the DSS, decision-makers might struggle to integrate subjective insights with DSS recommendations, as subjective information is not considered by the system.

To address these adoption issues, ideation was conducted using storyboarding. Based on the insights gathered, design guidelines were formulated.

The design guidelines highlight that DSS adoption in multi-stakeholder systems is influenced by the dynamics between stakeholders. And proposed to consider this in the design of DSS, by seeking closer involvement and collaboration with the flow moderators and flow guiders during the decision-making process. Also, considering how flow controllers can be supported in combining subjective and contextual insights with recommendations of the DSS is proposed. The guidelines were validated with the intended user group through testing their actionability and understandability (n=6).

Ultimately, this research contributes to the human-computer interaction (HCI) community by formulating design guidelines that address the complexities of DSS adoption within multi-stakeholder systems. It also provides practical insights for organizations, such as Schiphol, by offering a structured approach to integrating DSS into operational workflows while maintaining stakeholder engagement and collaboration.

Keywords: Decision support systems, adoption, aviation, artificial intelligence, barriers and opportunities, design guidelines