Minimisation of uncertainty in decision-making processes using optimised probabilistic Fuzzy Cognitive Maps: A case study for a rural sector

2015 ◽  
Vol 52 ◽  
pp. 31-40 ◽  
Author(s):  
S. Sacchelli ◽  
S. Fabbrizzi
Keyword(s):  
Decision Making ◽  
Cognitive Maps ◽  
Fuzzy Cognitive Maps ◽  
Rural Sector ◽  
Decision Making Processes

The Heterogeneous Nature of Urban Poor Families

2012 ◽  
Vol 11 (1) ◽  
pp. 94-118 ◽  
Author(s):  
Rodrigo Salcedo ◽  
Alejandra Rasse
Keyword(s):  
Decision Making ◽  
Urban Poor ◽  
Poverty Reduction ◽  
The Poor ◽  
Poor Families ◽  
Heterogeneous Nature ◽  
Different Types ◽  
Decision Making Processes ◽  
Different Cultures

This paper addresses the scholarly debate on cultural homogeneity or heterogeneity of urban poor families. While authors such as Lewis (1959) or Wacquant (2000 ; 2001) claim that structural disadvantages are linked to a particular type of identity or culture, others such as Hannerz (1969) , Anderson (1999 ; 2002) , or Portes ( Portes and Manning, 1986 ; Portes and Jensen, 1989 ) believe that it is possible to find different behaviors, expectations, decision–making processes, and outcomes among people living in seemingly identical structural conditions ( Small et al., 2010 ). Using Santiago, Chile, as a case study, we differentiate five different cultures or identities among the poor. Those identities seem to be the product of different historical and political circumstances, as well as of different types of public policies. The paper ends with a discussion of the need for poverty reduction policies to consider these differences among the poor.

‘Stepping on the heads of our Gods'

2015 ◽  
Vol 6 (2) ◽  
pp. 40-56
Author(s):  
Yangji Doma Sherpa ◽  
A. John Sinclair ◽  
Thomas Henley
Keyword(s):  
Decision Making ◽  
Rapid Development ◽  
High Mountain ◽  
Court Cases ◽  
The Public ◽  
Mountain Environments ◽  
Hydroelectric Dam ◽  
Decision Making Processes

The Himalayan region of India is experiencing rapid development in tourism, agriculture, highway construction and hydroelectric dam construction. This research considered the role of the public both within and outside of development decision-making processes in these high mountain environments using the proposed Himalayan Ski Village (HSV) in Manali as a case study. The qualitative data revealed that there has been an extensive array of public participation activity related to the HSV project over approximately 10 years. Very little of this activity has evolved, however, through the formal decision-making process. Rather, most participation activities, such as general house meetings, objection letters, public rallies, court cases against the proposed project, and a religious congregation were instigated by the public to protest the proposed development. The findings also show that involvement in the participatory activities undertaken by the public and project proponent fostered instrumental and communicative learning outcomes.

scholarly journals Club Diplomacy in the Arctic

2019 ◽  
Vol 25 (2) ◽  
pp. 304-326
Author(s):  
Danita Catherine Burke
Keyword(s):  
Decision Making ◽  
International Politics ◽  
The Arctic ◽  
Illustrative Case ◽  
Arctic Council ◽  
Club Membership ◽  
Decision Making Processes ◽  
The Subject ◽  
Illustrative Case Study

Abstract The Arctic Council is frequently called a unique forum but, as this article argues, clubs are common in international politics and in many respects the Arctic Council is a club. This article explores the questions: Why are the Arctic states acting like a club in Arctic politics, and how do internal hierarchies influence how clubs make decisions? As the article illustrates, clubs are the stage for club diplomacy and, in club diplomacy, hierarchies play an important role. Using the Arctic Council as an illustrative case study, this article argues that clubs have internal hierarchies that inform their decision-making processes and their responses to challenges to their status. When clubs try to deal with subjects that extend beyond the boundaries of the sovereignty of club members and the parameters of club membership, club members may suffer from a lack of status and legitimacy to unilaterally deal with the subject.

How Groupware Systems Can Change How an Organisation Makes Decisions

2011 ◽  
pp. 426-433
Author(s):  
Frédéric Adam ◽  
Jean-Charles Pomerol ◽  
Patrick Brézillon
Keyword(s):  
Decision Making ◽  
Decision Support ◽  
Decision Support Systems ◽  
Study Protocol ◽  
Support Systems ◽  
Decision Making Processes ◽  
The Impact

In this article, a newspaper company which has implemented a computerised editorial system is studied in an attempt to understand the impact that groupware systems can have on the decision making processes of an organisation. First, the case study protocol is presented, and the findings of the case are described in detail. Conclusions are then presented which pertain both to this case and to the implementation of decision support systems that have a groupware dimension.

Business Intelligence System Design and its Consequences for Knowledge Sharing, Collaboration, and Decision-Making

2020 ◽  
pp. 382-402
Author(s):  
Lapo Mola ◽  
Cecilia Rossignoli ◽  
Andrea Carugati ◽  
Antonio Giangreco
Keyword(s):  
Decision Making ◽  
Knowledge Sharing ◽  
Business Intelligence ◽  
Two Phase ◽  
Intelligence System ◽  
Business Intelligence Systems ◽  
Managerial Implications ◽  
Decision Making Processes

This exploratory study analyses the effects of the technical and organisational characteristics of business intelligence systems (BIS) on knowledge sharing, collaboration, and decision-making processes. The authors conducted a two-phase multi-method investigation. First, we surveyed 30 enterprises using BIS on a regular basis; then, we engaged in an in-depth case study with one of the respondent companies. Our results show that, on average, the technical and organisational characteristics of the BIS are positively associated with an increase in knowledge sharing, leading to an improvement in internal collaboration that subsequently brings improvement in the quality of decision-making. This case study adds that the way the BIS is designed and appropriated in organisations is important in obtaining such results is. A BIS being designed so that it can be appropriated by the general employee base is key in obtaining the desired organizational impacts. This suggests some requirements for BIS design that we will discuss in terms of theoretical and managerial implications.

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