This chapter reviews the IT governance literature. It proposes that there are three different concepts that are grouped together as IT governance. These concepts are IT governance as a framework or audit process, IT governance as IT decision-making and IT governance as a branch of corporate governance. It argues that the first of these concepts is not a senior management issue, but an aid to a business process and that the remaining two concepts are complementary. The chapter recommends that the term IT governance is seen as a crucial part of the board’s wider corporate governance task, and suggests that is concerning that the view of IT governance as IT decision-making rarely pays any attention to the role of the board in a crucial decision-making process. The chapter is intended to bring together the disparate views of IT governance so as to permit a broader view of this important subject.
AbstractRahnev & Denison (R&D) argue against normative theories and in favor of a more descriptive “standard observer model” of perceptual decision making. We agree with the authors in many respects, but we argue that optimality (specifically, reward-rate maximization) has proved demonstrably useful as a hypothesis, contrary to the authors’ claims.
AbstractThe target article uses a mathematical framework derived from Bayesian decision making to demonstrate suboptimal decision making but then attributes psychological reality to the framework components. Rahnev & Denison's (R&D) positive proposal thus risks ignoring plausible psychological theories that could implement complex perceptual decision making. We must be careful not to slide from success with an analytical tool to the reality of the tool components.
AbstractIntuitions guide decision-making, and looking to the evolutionary history of humans illuminates why some behavioral responses are more intuitive than others. Yet a place remains for cognitive processes to second-guess intuitive responses – that is, to be reflective – and individual differences abound in automatic, intuitive processing as well.
Abstract
Gilead et al. offer a thoughtful and much-needed treatment of abstraction. However, it fails to build on an extensive literature on abstraction, representational diversity, neurocognition, and psychopathology that provides important constraints and alternative evidence-based conceptions. We draw on conceptions in software engineering, socio-technical systems engineering, and a neurocognitive theory with abstract representations of gist at its core, fuzzy-trace theory.
Strategic Decision Support Systems for Local Government: A Performance Management Issue? The Use of Information Systems on the Decision-making and Performance Management of Local Government
