ABSTRACTA decision‐making orientation to systems design has been suggested to overcome some of the current deficiencies of computer‐based information systems. This paper derives several hypotheses from a decision‐making framework proposed by Robert Anthony. These hypotheses are tested with empirical data from a sample of twenty major computer‐based information systems drawn from seven Bay Area manufacturing firms. The results indicate that present computer‐based information systems follow the descriptive aspects of the Anthony framework, but have had little effect on top management. There is little evidence of common guidelines for systems design which are accepted by the different companies. The data also indicate that users have a strong negative reaction to large numbers of computer‐produced reports. The implications of the results for systems design ar