Featured issue on collaborative decision processes and analysis

International Journal of Decision Support System Technology, 2011

Decision Engineering, 2006

Arguing that contemporary decision making needs to be tackled through a holistic perspective, in that the conceptual, methodological and application-oriented aspects of the problem have to be simultaneously taken into account, this paper provides an overview of challenges for the future development of decision support technologies and their integration in Intelligent Decision-Making Support Systems. Based on this discussion, and aiming at providing decision makers around the world with applications of enhanced performance, while, at the same time, addressing their communication and collaboration needs in an efficient and effective way, an advanced web-based decision making framework is proposed.

Abstract Organisations increasingly have to deal with complex problems. Multidisciplinary teams are needed to cope with such problems. In such teams, different people have different perspectives, knowledge and approaches. For decision-making on complex problems, this knowledge has to be shared, and new knowledge has to be constructed, in order to develop solutions for the problem. Theory suggests that ICT-tools can support the quality of decisionmaking on complex problems.

In every organization decision-making is an integral part of the management process. Technology is booming and in decision-making, it is taking key responsibilities. Every company deals with a huge amount of data from various sources daily and operating with the volume of data is absolutely astounding compare to what the organizations used to do decades ago. In today's world, business intelligence tools are very important components of any successful business strategy. These tools allow users to modernize the effort needed to search for, combine and query data to obtain the information required for good decisions. In this article, we will discuss the technology trends in decision-making, the capabilities of technology in managerial decision-making and the cognitive ability of decision-making. We will also discuss supervised and unsupervised learning of machine learning techniques, how artificial neural nets (ANNs) use supervised learning to predict outcomes in decision-making with real-world examples.

Effective organizational use of decision analysis goes far beyond having individuals in the organization who know how to do decision analysis. In this note, we consider three activities that are key to creating value for the organization: making excellent choices, actually bringing about change, and operating effectively with new choices. We recommend a process that involves lacing together a decision board and a project team as they work together through six work steps. The process is focused on alternative generation, evaluation, and implementation, and is grounded in decision analysis. Tools for creativity enhancement and structuring of analysis are crucial to success; much of this note is about creativity. Collaborative efforts to frame the assessment of risk and make explicit value trade-offs are integral to the process. Riskmanagement techniques expand the set of alternatives to add value and reduce risk. Companies and consultants have been very successful with this process. 1

Lecture Notes in Computer Science, 2003

There has been much research on the design of Groupware, its potential benefits and the methods used to develop systems to support groups. However, in many real life cases, identifying tangible benefits and demonstrating improvements in the quality of decision making after introducing such systems has proven difficult. In this paper, we present the case study of a newspaper firm in order to analyse the impact of a recently introduced collaborative computer system, implemented to support the information search, storage, organisation and dissemination activities of organisational actors. We found that the implementation of the new groupware systems has revolutionised the process of creation of the newspapers and given more time and greater control to the Editorial team. We conclude that when collaborative systems are designed that are closely matched to the needs of the group they serve, tangible benefits should be clearly observable. However, the development of these systems may take much time as the idiosyncratic manner in which specialised groups operate can be very difficult to properly and completely analyse. This vision has resulted in IS researchers looking at the work of other disciplines to provide some theoretical background for the study of group phenomena. The research conducted at Carnegie-Mellon University on Computer-Mediated Communication illustrates how critical group research is for information systems research . This research regards groups as the most suitable unit of analysis for the variety of interactions that take place in organisations. As a result, a number of researchers have studied groups and the effect of computer mediation on the pattern of interaction between individuals within groups .

Decision Line, 2003

Concepts, Methodologies, Tools, and Applications, 2014

The pace of change in information and communication technology has accelerated rapidly in the past decade, providing various opportunities for companies to improve their efficiency and competitiveness and also collaborate with their business partners. In the digitally connected 21 st century business environment, collaboration among organizations requires electronic communications within and across fields to facilitate superior outcomes. The proper use of technology enables businesses to be more efficient. E-collaboration has been a great tool to improve business and a strategic weapon to change the traditional business relationships. E-collaboration aims to facilitate coordination of decision-making processes, and it is no longer a source of competitive advantage, but instead a competitive necessity. Tightly linking information technology with strategy formulation is one of growing importance in organizations. This chapter aims to explore the role and benefits of technology in decision-making processes by presenting a successful implementation of electronic collaboration in a leading global supplier of electronics and electrical materials and provide useful information to managers and practitioners.

Information & Management, 1983

WG 8.1-Design and Evaluation of Information Systems WG 8.2-The Interaction of the Information System and the Organization WG 8.3-Decision Support Systems The Working Group on Decision Support Systems has as SCOPE Development of approaches for applying information systems technology to increase the effectiveness of decision-makers in situations where the computer can support and enhance human judgement in the performance of tasks that have elements which cannot be specified in advance. The AIMS of the Working Group are To improve ways of synthesizing and applying relevant work from reference disciplines to practical implementations of systems that enhance decision support capability. Reference disciplines include information technology, artificial intelligence, cognitive psychology, decision theory, organizational theory, operational research and modeling. Initiatives to this Working Group were taken during a three day meeting on Decision Support Systems, held at the International Institute for Applied Systems Analysis (nASA) from 23-24 June, 1980. The framework for research on decision support systems, which came out of that meeting, was pursued by the Management and Technology Area of nASA and IFIP WG 8.3 in the preparation of a joint Working Conference on Processes and Tools for Decision Support. This Conference took place at nASA,

Information Processing & Management, 1991

The practice of management is a complex process that requires art, science, and technology. Methodologies from a variety of disciplines have been generated to facilitate this process. Computer information systems (CIS) have been developed to deliver these methodologies and to provide knowledge relevant for effective management. Since accurate decisions are required at each step of the process, the development effort has focused on CISs that support decision making. Traditionally, the support has been provided in a segmented fashion and for separate phases of the decision making process. To be absolutely effective, the support should be integrated and complete. There have been efforts to provide the required CIS support, but these systems have inherent conceptual shortcomings.