The role of organizational memory, in the effectiveness of decision-making in Youth Activity Centers in Cairo

2016 ◽  
Vol 116 (1) ◽  
pp. 248-270
Author(s):  
Dena Abd Al Aziz
Keyword(s):  
Decision Making ◽  
Organizational Memory ◽  
Youth Activity

Learning-Supported Decision-Making

2008 ◽  
pp. 1066-1082
Author(s):  
Elena P. Antonacopoulou ◽  
K. Nadia Papamichail
Keyword(s):  
Decision Making ◽  
Social Systems ◽  
Organizational Memory ◽  
Social Structures ◽  
Main Thrust ◽  
Social Actors ◽  
Digital Era ◽  
Technical Framework ◽  
Critical Link

The biggest challenge for any organization is managing the disperse nature of knowledge across a diverse set of knowledge carriers. The role of ICTs in supporting and extending the organizational memory is of particular concern. This chapter contributes to our understanding of the challenges the Digital era presents us by proposing a socio-technical framework, which emphasizes feedback as the critical link connecting social systems and technical structures The main thrust of the framework is the alignment of social structures and social actors in ways that seek to integrate different modes of learning with different models of decision-making. This integration is to be supported by a range of decision-learning structures (in ICT systems), which create different feedback levels. These feedback levels are the main focus of the chapter which makes a valuable contribution in extending debates of learning, decision-making and their relationship demonstrating the inherent challenges of the digital era in using ICTs as social as much as technical tools.

scholarly journals Organizational Memory

2014 ◽  
pp. 206-223
Author(s):  
Isabel Ramos ◽  
Jorge Oliveira e Sá
Keyword(s):  
Decision Making ◽  
At Risk ◽  
Problem Solving ◽  
Business Intelligence ◽  
Organizational Memory ◽  
Collective Knowledge ◽  
Turbulent Environment ◽  
The Real

Nowadays, the major challenge to organizations managers is that they must make appropriate decisions in a turbulent environment while it is hard to recognize whether information is good or bad, because actions resulting from wrong decisions may place the organization at risk of survival. That is why organizations managers try to avoid making wrong decisions. In order to improve this, managers should use collective knowledge and experiences shared through Organizational Memory (OM) effectively to reduce the rate of unsuccessful decision making. In this sense, Business Intelligence (BI) tools allow managers to improve the effectiveness of decision making and problem solving. In the light of these motivations, the aim of this chapter is to comprehend the role of BI systems in supporting OM effectively in the real context of a crowdsourcing academic initiative called CrowdUM.

Learning-Supported Decision-Making

2011 ◽  
pp. 271-288 ◽  
Author(s):  
Elena P. Antonacopoulou ◽  
K. Nadia Papamichail
Keyword(s):  
Decision Making ◽  
Social Systems ◽  
Organizational Memory ◽  
Social Structures ◽  
Main Thrust ◽  
Social Actors ◽  
Digital Era ◽  
Technical Framework ◽  
Critical Link

The biggest challenge for any organization is managing the disperse nature of knowledge across a diverse set of knowledge carriers. The role of ICTs in supporting and extending the organizational memory is of particular concern. This chapter contributes to our understanding of the challenges the Digital era presents us by proposing a socio-technical framework, which emphasizes feedback as the critical link connecting social systems and technical structures The main thrust of the framework is the alignment of social structures and social actors in ways that seek to integrate different modes of learning with different models of decision-making. This integration is to be supported by a range of decision-learning structures (in ICT systems), which create different feedback levels. These feedback levels are the main focus of the chapter which makes a valuable contribution in extending debates of learning, decision-making and their relationship demonstrating the inherent challenges of the digital era in using ICTs as social as much as technical tools.

Organizational Memory

2019 ◽  
pp. 1369-1386
Author(s):  
Isabel Ramos ◽  
Jorge Oliveira e Sá
Keyword(s):  
Decision Making ◽  
At Risk ◽  
Problem Solving ◽  
Business Intelligence ◽  
Organizational Memory ◽  
Collective Knowledge ◽  
Turbulent Environment ◽  
The Real

Nowadays, the major challenge to organizations managers is that they must make appropriate decisions in a turbulent environment while it is hard to recognize whether information is good or bad, because actions resulting from wrong decisions may place the organization at risk of survival. That is why organizations managers try to avoid making wrong decisions. In order to improve this, managers should use collective knowledge and experiences shared through Organizational Memory (OM) effectively to reduce the rate of unsuccessful decision making. In this sense, Business Intelligence (BI) tools allow managers to improve the effectiveness of decision making and problem solving. In the light of these motivations, the aim of this chapter is to comprehend the role of BI systems in supporting OM effectively in the real context of a crowdsourcing academic initiative called CrowdUM.

Elaborating the role of reflection and individual differences in the study of folk-economic beliefs

2018 ◽  
Vol 41 ◽  
Author(s):  
Kevin Arceneaux
Keyword(s):  
Decision Making ◽  
Individual Differences ◽  
Cognitive Processes ◽  
Evolutionary History ◽  
Behavioral Responses ◽  
History Of ◽  
Economic Beliefs

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.

The Role of Shared Decision-Making in Audiologic Rehabilitation

2014 ◽  
Vol 21 (1) ◽  
pp. 15-23 ◽  
Author(s):  
Helen Pryce ◽  
Amanda Hall
Keyword(s):  
Decision Making ◽  
Shared Decision Making ◽  
Behavior Changes ◽  
Shared Decision ◽  
Patient Centered ◽  
Treatment Information ◽  
Centered Care ◽  
Potential Risks ◽  
Audiologic Rehabilitation

Shared decision-making (SDM), a component of patient-centered care, is the process in which the clinician and patient both participate in decision-making about treatment; information is shared between the parties and both agree with the decision. Shared decision-making is appropriate for health care conditions in which there is more than one evidence-based treatment or management option that have different benefits and risks. The patient's involvement ensures that the decisions regarding treatment are sensitive to the patient's values and preferences. Audiologic rehabilitation requires substantial behavior changes on the part of patients and includes benefits to their communication as well as compromises and potential risks. This article identifies the importance of shared decision-making in audiologic rehabilitation and the changes required to implement it effectively.

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