AI-Enabled Decision Support Systems for Service Operations an Analytical Modeling and IT Strategy Framework

Abstract

This study examined the quantitative relationships among AI-enabled decision support system (AI-DSS) capability, IT strategy alignment, and measurable service operations performance using unit-level data from a data-intensive service organization. A cross-sectional explanatory design was applied with structured retrospective extraction of operational KPIs and AI-DSS system log indicators, combined with survey-based measurement of IT strategy alignment dimensions. The final dataset included 52 operational service units and 198 valid survey responses retained after screening from an initial pool of 214 responses (92.5% retention). AI-DSS capability was operationalized as a composite index (0–100) supported by indicators such as system-use frequency, recommendation viewing rate, decision latency, and forecasting accuracy. IT strategy alignment was measured using a composite index (1–5) based on data integration maturity, interoperability, governance strength, and workflow embedding. Service operations performance was measured through unit-level KPIs including average waiting time, service-level attainment, cost per transaction, and abandonment rate. Descriptive results indicated relatively high AI-DSS capability (M = 71.6, SD = 11.4) and moderate-to-high IT strategy alignment (M = 3.84, SD = 0.52), with the greatest dispersion observed in decision latency (M = 26.4 minutes, SD = 13.2). Regression analysis showed that AI-DSS capability was significantly associated with lower waiting time (B = -0.021, p = 0.001), higher service-level attainment (B = 0.142, p = 0.005), lower cost per transaction (B = -0.016, p = 0.002), and lower abandonment rate (B = -0.071, p = 0.001). IT strategy alignment demonstrated significant direct effects on waiting time (B = -0.118, p = 0.025), service-level attainment (B = 1.87, p = 0.004), and cost per transaction (B = -0.091, p = 0.044). Moderation analysis indicated significant interaction effects for waiting time (B = -0.0062, p = 0.005), service-level attainment (B = 0.041, p = 0.020), and cost per transaction (B = -0.0049, p = 0.009), confirming that IT strategy alignment strengthened the operational impact of AI-DSS capability. Overall, the findings supported an integrated analytical modeling and IT strategy framework in which AI-DSS capability functioned as a direct performance driver and IT strategy alignment acted as both an independent predictor and an amplifying condition for operational outcomes.