scholarly journals Towards Smart Campus Management: Defining Information Requirements for Decision Making through Dashboard Design

Buildings ◽  
2021 ◽  
Vol 11 (5) ◽  
pp. 201
Author(s):  
Bart Valks ◽  
Monique Arkesteijn ◽  
Alexander Koutamanis ◽  
Alexandra Den Den Heijer
Keyword(s):  
Decision Making ◽  
Strategic Decision ◽  
Portfolio Performance ◽  
Information Requirements ◽  
University Campuses ◽  
Smart Campus ◽  
Decision Making Processes ◽  
Save Energy ◽  
Support Students ◽  
Operation Smart

At universities worldwide, the notion of a ‘smart campus’ is becoming increasingly appealing as a response to the multitude of challenges that impact campus development and operation. Smart campus tools are widely used to support students and employees, optimise space use and save energy. Although smart campus tools are supposed to support campus managers in their decision-making processes, the use of the information delivered by smart campus tools and their application in organisational processes has received little attention. In this paper, we focus on the use of dashboards in the connection of IoT information to strategic decision-making processes in the management of university campuses. To this end, we developed a briefing approach for dashboards that expresses the needs of campus management and matches the structure of decision-making processes. In two cases, dashboards based on this approach were use-tested by stakeholders for defining information requirements for IoT applications. The results suggest that users are able to use dashboards for assessing portfolio performance and determining interventions. Through iteration the usability of the dashboard is improved and information requirements are refined, resulting in a brief for a campus management dashboard. The results suggest that the briefing approach can be used to determine IoT information requirements, though further research is required to study indications and contra-indications of the proposed method.

scholarly journals Analysis of Customers’ Reactions to E-Commerce Companies Using Instagram Data

Proceedings ◽  
2021 ◽  
Vol 74 (1) ◽  
pp. 12
Author(s):  
Ekin Akkol
Keyword(s):  
Decision Making ◽  
Web Application ◽  
Customer Relations ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Stock Management ◽  
Decision Making Processes

The aim of this study is to develop a web application that supports decision-making processes on subjects—such as customer relations management, marketing, and stock management—with data such as posts, comments, and likes from Instagram to four e-commerce companies. In this context, the data obtained from the Instagram accounts of e-commerce companies were recorded in a database after the pre-processing and classification stages. A web application has been developed that can support managers in their decision-making processes at operational, tactical, and strategic decision-making levels by visualizing the data recorded in the database.

Strategic decision-making processes in internationalization: Does national culture of the focal firm matter?

2011 ◽  
Vol 46 (2) ◽  
pp. 194-204 ◽  
Author(s):  
Pavlos Dimitratos ◽  
Andreas Petrou ◽  
Emmanuella Plakoyiannaki ◽  
Jeffrey E. Johnson
Keyword(s):  
Decision Making ◽  
National Culture ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Focal Firm ◽  
Decision Making Processes

Seeking input when the train has left the station: The decoupling of participative strategic decision-making processes and the role of new technology in symbolic management

2021 ◽  
pp. 147612702110468
Author(s):  
James D Westphal ◽  
David H Zhu ◽  
Rajyalakshmi Kunapuli
Keyword(s):  
Decision Making ◽  
New Technology ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Strategic Option ◽  
Symbolic Management ◽  
Longitudinal Survey Data ◽  
Decision Making Processes ◽  
Executive Suite

We examine the symbolic management of participative strategic decision-making programs that purportedly use crowdsourcing technology to solicit strategic input below the executive suite, but are often decoupled from actual strategic decision making. Specifically, top management may decide on a strategic option before soliciting input under the program. The first portion of our theoretical framework explains why disclosure of a participative strategic decision making program in communicating with security analysts is associated with more positive analyst appraisals, despite decoupling, and why the benefits of disclosure are amplified to the extent that leaders highlight the use of crowdsourcing technology in the program. The second portion of our framework addresses the antecedents of symbolic adoption. We suggest that firms are more likely to adopt and decouple a program when the CEO has a personal friendship tie to the CEO of another firm that has adopted and decoupled, especially following relatively negative analyst appraisals. Analysis of a unique dataset that includes longitudinal survey data from executives supported our predictions.

A Prototype Computer Supported Information Relation Analysis Tool (COMSIRA)

1997 ◽  
Author(s):  
Majid Hashemipour ◽  
Dervis Z. Deniz ◽  
Cem Topuz ◽  
Omer Anlagan
Keyword(s):  
Decision Making ◽  
Functional Analysis ◽  
Real Case ◽  
Requirement Analysis ◽  
Analysis Tool ◽  
Information Requirements ◽  
Information Requirement ◽  
Decision Making Processes ◽  
Relation Analysis ◽  
Operational Aspects

Abstract A methodology is proposed which aims at covering informational and functional analysis besides decision making processes. It comprises of a set of well defined steps and novel tools. The proposed methodology makes extensive use of reference architectures available. The methodology aims at using limited expertise, limited staff, and expenditure as it is especially suited for introducing CIM in SME’s. A Computer Supported Information Requirement Analysis tool (COMSIRA) has been developed for the methodology, in order to capture and represent the approach of experienced analysts studying the enterprise-wide prospective CIM information requirements. This paper emphasizes the operational aspects of COMSIRA along with introducing the methodology. Some examples extracted from a real case implementation are also presented.

Electronic Collaboration in Strategic Decision-Making Processes

2014 ◽  
pp. 601-623
Author(s):  
Aslı Goksoy ◽  
Ozalp Vayvay ◽  
Beliz Ozsoy Yılmaz ◽  
Ahmet Yılmaz
Keyword(s):  
Decision Making ◽  
Business Environment ◽  
Strategic Decision ◽  
Successful Implementation ◽  
Strategy Formulation ◽  
Electronic Communications ◽  
Use Of Technology ◽  
Electronic Collaboration ◽  
Information And Communication ◽  
Decision Making Processes

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 21st 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.

Examining the Implications of Process and Choice for Strategic Decision Making Effectiveness

2013 ◽  
pp. 344-359
Author(s):  
Paul L. Drnevich ◽  
Thomas H. Brush ◽  
Alok Chaturvedi
Keyword(s):  
Decision Making ◽  
Academic Research ◽  
Decision Processes ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Political Decision ◽  
Agent Based ◽  
Response Choice ◽  
Decision Making Processes ◽  
Using Data

Most strategic decision-making (SDM) approaches advocate the importance of decision-making processes and response choices for obtaining effective outcomes. Modern decision-making support system (DMSS) technology is often also needed for complex SDM, with recent research calling for more integrative DMSS approaches. However, scholars tend to take disintegrated approaches and disagree on whether rational or political decision-making processes result in more effective decision outcomes. In this study, the authors examine these issues by first exploring some of the competing theoretical arguments for the process-choice-effectiveness relationship, and then test these relationships empirically using data from a crisis response training exercise using an intelligent agent-based DMSS. In contrast to prior research, findings indicate that rational decision processes are not effective in crisis contexts, and that political decision processes may negatively influence both response choice and decision effectiveness. These results offer empirical evidence to confirm prior unsupported arguments that response choice is an important mediating factor between the decision-making process and its effectiveness. The authors conclude with a discussion of the implications of these findings and the application of agent-based simulation DMSS technologies for academic research and practice.

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