An Attention-Based View on DSS

2011 ◽  
pp. 38-45 ◽  
Author(s):  
Sven A. Carlsson
Keyword(s):  
Decision Making ◽  
Decision Support ◽  
Organizational Behavior ◽  
Support Systems ◽  
Decision Makers ◽  
Alternative View ◽  
Herbert Simon ◽  
Organizational Decision Making ◽  
Promising Alternative ◽  
Organizational Attention

Commentators on decision support and decision support systems (DSS) have called for serious discussion of the discourses underpinning decision support and DSS (Huber, 1981; Stabell, 1987; Humphreys, 1998). Huber and Humphreys say that decision support and DSS discourses are critical to the advancement of the academic DSS field as well as to DSS practice, but the discourses are too seldom discussed. This article questions the influential “decision-making as choice” view. We suggest that the attention-based view of the firm (Ocasio, 1997) is a promising alternative view of organizational decision-making and that this view can be a basis for DSS design. More than 50 years ago Herbert Simon suggested that to explain organizational behavior is to explain how organizations distribute and regulate the attention of their decision-makers (Simon, 1947). Simon was emphasizing the duality of structural processes and cognitive processes in structuring of organizational attention. More recent writings have either emphasized cognition and activity or structure. The attention-based view of the firm explicitly links structure, activity, and cognition and the view stresses that organizational decision- making is affected by both the limited attentional capacity of humans and the structural influences on a decision-maker’s attention.

The Mythical Decision Maker

2011 ◽  
pp. 653-660 ◽  
Author(s):  
Csaba Csáki
Keyword(s):  
Decision Making ◽  
Decision Support ◽  
Decision Maker ◽  
Support Systems ◽  
Historical Context ◽  
Decision Makers ◽  
Organizational Decision Making ◽  
Theoretical Investigations ◽  
Human Decision ◽  
History Of

During the history of decision support systems (DSSs)— in fact, during the history of theoretical investigations of human decision-making situations—the decision maker (DM) has been the centre of attention who considers options and makes a choice. However, the notion and definitions of this decision maker, as well as the various roles surrounding his or her activity, have changed depending on both time and scientific areas. Reading the DSS literature, one might encounter references to such players as decision makers, problem owners, stakeholders, facilitators, developers, users, project champions, and supporters, and the list goes on. Who are these players, what is their role, and where do these terms come from? This article presents a review in historical context of some key interpretations aimed at identifying the various roles that actors may assume in an organizational decision-making situation.

scholarly journals Towards the Realization of an Integrated Decision Support Environment for Organizational Decision Making

2009 ◽  
Vol 1 (4) ◽  
pp. 38-58 ◽  
Author(s):  
Shaofeng Liu ◽  
Alex H.B. Duffy ◽  
Robert Ian Whitfield ◽  
Iain M. Boyle ◽  
Iain McKenna
Keyword(s):  
Decision Making ◽  
Decision Support ◽  
Decision Support Systems ◽  
Information Exchange ◽  
Support Systems ◽  
Dynamic Environment ◽  
Organizational Decision Making ◽  
Decision Tools ◽  
Collaborative Working ◽  
Consistent Information

Traditional decision support systems are based on the paradigm of a single decision maker working at a standalone computer or terminal who has a specific decision to make with a specific goal in mind. Organizational decision support systems aim to support decision makers at all levels of an organization (from executive, middle management managers to operators), who have a variety of decisions to make, with different priorities, often in a distributed and dynamic environment. Such systems need to be designed and developed with extra functionality to meet the challenges such as collaborative working. This article proposes an Integrated Decision Support Environment (IDSE) for organizational decision making. The IDSE distinguishes itself from traditional decision support systems in that it can flexibly configure and re-configure its functions to support various decision applications. IDSE is an open software platform which allows its users to define their own decision processes and choose their own exiting decision tools to be integrated into the platform. The IDSE is designed and developed based on distributed client/server networking, with a multi-tier integration framework for consistent information exchange and sharing, seamless process co-ordination and synchronisation, and quick access to packaged and legacy systems. The prototype of the IDSE demonstrates good performance in agile response to fast changing decision situations.

Collaborative Decision Making in Web-Based GIS

2004 ◽  
pp. 147-162 ◽  
Author(s):  
Iftikhar U. Sikder ◽  
Aryya Gangopadhyay
Keyword(s):  
Decision Making ◽  
Land Use ◽  
Decision Support ◽  
Environmental Planning ◽  
Support Systems ◽  
Decision Makers ◽  
Spatial Decision Support ◽  
Web Based ◽  
Design And Implementation ◽  
Collaborative Decision

There are numerous technical and organizational challenges in the design and implementation of spatial decision support systems. Part of the problem stems from the distributed and uncoordinated land management practices of individual decision-makers. For example, in environmental planning, multiple decision makers with conflicting goals may need to make collective decisions. This requires collaborative decision-making tools and conflict resolution capabilities. In this chapter, we identify the research issues related to the design and implementation of Web- based collaborative spatial decision-making support systems in the context of distributed environmental planning. We implemented a Web-based Spatial Decision Support System called GEO-ELCA (Exploratory Land Use Change Assessment) for typical decision-making tasks by urban or municipal planning agencies where resource managers or stakeholders of different interest groups can express their options for future land use changes and assess the resulting hydrological impacts in a collaborative environment.

Decision-Making Support Systems

2005 ◽  
pp. 759-765 ◽  
Author(s):  
Guisseppi Forgionne ◽  
Manuel Mora ◽  
Jatinder N.D. Gupta ◽  
Ovsei Gelman
Keyword(s):  
Decision Making ◽  
Decision Support ◽  
Information Systems ◽  
Support Systems ◽  
Decision Makers ◽  
Knowledge Based Systems ◽  
Executive Information Systems ◽  
Knowledge Based ◽  
Computer Based ◽  
Decision Making Support

Decision-making support systems (DMSS) are specialized computer-based information systems designed to support some, several or all phases of the decision-making process (Forgionne et al., 2000). They have the stand-alone or integrated capabilities of decision support systems (DSS), executive information systems (EIS) and expert systems/knowledge based systems (ES/KBS). Individual EIS, DSS, and ES/KBS, or pair-integrated combinations of these systems, have yielded substantial benefits for decision makers in real applications.

The forest management decision support system project

1991 ◽  
Vol 67 (6) ◽  
pp. 622-628 ◽  
Author(s):  
Dan Bulger ◽  
Harold Hunt
Keyword(s):  
Decision Making ◽  
Decision Support ◽  
Forest Management ◽  
Decision Support System ◽  
Decision Support Systems ◽  
Support System ◽  
Support Systems ◽  
Decision Makers ◽  
Management Decision ◽  
Management Decision Support

The focus of a decision support system is much different from Management Information Systems (MIS) and data-based "decision support systems". Decision support systems, as defined by the authors, focus on decisions and decision makers, and on information. Technology is treated as a tool and data as the raw material. In many traditional systems the focus is on the technology, and the data is the "information", while decision makers are, to some extent, externalized.The purpose of the Forest Management Decision Support System (FMDSS) project is to develop a set of software tools for creating forest management decision support systems. This set of tools will be used to implement a prototype forest management decision support system for the Plonski forest, near Kirkland Lake, Ontario.There are three critical ingredients in building the FMDSS, these are: (1) knowledge of the decision making process, (2) knowledge of the forest, and (3) the functionality of underlying support technology. The growing maturity of the underlying technology provides a tremendous opportunity to develop decision support tools. However, a significant obstacle to building FMDSS has been the diffuse nature of knowledge about forest management decision making processes, and about the forest ecosystem itself. Often this knowledge is spread widely among foresters, technicians, policy makers, and scientists, or is in a form that is not easily amenable to the decision support process. This has created a heavy burden on the project team to gather and collate the knowledge so that it could be incorporated into the function and design of the system. It will be difficult to gauge the success of this exercise until users obtain the software and begin to experiment with its use.

Basic positions of support of decision making in management of fire departments

2021 ◽  
Vol 93 ◽  
pp. 88-102
Author(s):  
A. A. Aparin ◽  
Keyword(s):  
Decision Making ◽  
Decision Support ◽  
Decision Support Systems ◽  
Fire Protection ◽  
Support Systems ◽  
Decision Makers ◽  
Economic Systems ◽  
Management Support ◽  
Definition Of ◽  
Decision Support Process

Introduction. The article is devoted to the study of the features of managerial decision-making in complex socio-economic systems in the context of fire and rescue units management. The article deals with the decomposition of the decision-making process into the main elements and provides a thematic analysis of each of them. The author's classification of decision-makers on the fire from among the main positions and non-regular officials of the garrison is presented. The tasks of the research are to analyze the current state of the basic conceptual apparatus of the theory of decision support in the management of fire protection units and to formulate the most general approach to the definition of the decision support process. Methods. The analysis of Russian- and English-language literary, normative and statistical sources of information on the topic under consideration is carried out. The result of the decomposition and synthesis of the analyzed information is tables, figures and diagrams, as well as explanations to them. The author also compares the approaches to decision-making from the Russian-language management theory with the results of empirical studies conducted abroad. Results and discussion. A theoretical review of the basic provisions of the theory of decision support with an appeal to the features inherent in the process of managing fire protection units is carried out. The author presents the results of a retrospective analysis of the development of approaches to the definition of the concepts of "decision support system" and "management support", as well as the definition of the term "support of decision making". Conclusions. Based on the results of the study, a hypothesis is formulated that at the stage of development of specialized decision support systems for decision makers, a synthesis between different approaches will remain. Keywords: decision support systems, management support, decision support, fire department management, complex socio-economic systems

Towards the Realization of an Integrated Decision Support Environment for Organizational Decision Making

2010 ◽  
pp. 1590-1611
Author(s):  
Shaofeng Liu ◽  
Alex H.B. Duffy ◽  
Robert Ian Whitfield ◽  
Iain M. Boyle ◽  
Iain McKenna
Keyword(s):  
Decision Making ◽  
Decision Support ◽  
Decision Support Systems ◽  
Information Exchange ◽  
Support Systems ◽  
Dynamic Environment ◽  
Organizational Decision Making ◽  
Decision Tools ◽  
Collaborative Working ◽  
Consistent Information

Traditional decision support systems are based on the paradigm of a single decision maker working at a standalone computer or terminal who has a specific decision to make with a specific goal in mind. Organizational decision support systems aim to support decision makers at all levels of an organization (from executive, middle management managers to operators), who have a variety of decisions to make, with different priorities, often in a distributed and dynamic environment. Such systems need to be designed and developed with extra functionality to meet the challenges such as collaborative working. This article proposes an Integrated Decision Support Environment (IDSE) for organizational decision making. The IDSE distinguishes itself from traditional decision support systems in that it can flexibly configure and re-configure its functions to support various decision applications. IDSE is an open software platform which allows its users to define their own decision processes and choose their own exiting decision tools to be integrated into the platform. The IDSE is designed and developed based on distributed client/server networking, with a multi-tier integration framework for consistent information exchange and sharing, seamless process co-ordination and synchronisation, and quick access to packaged and legacy systems. The prototype of the IDSE demonstrates good performance in agile response to fast changing decision situations.

Populating Knowledge Based Decision Support Systems

2010 ◽  
Vol 2 (1) ◽  
pp. 1-20 ◽  
Author(s):  
Ignacio García-Manotas ◽  
Eduardo Lupiani ◽  
Francisco García-Sánchez ◽  
Rafael Valencia-García
Keyword(s):  
Decision Making ◽  
Decision Support ◽  
Semantic Web ◽  
Decision Support Systems ◽  
Support Systems ◽  
Knowledge Bases ◽  
Organizational Decision Making ◽  
Knowledge Based ◽  
Financial Domain

Knowledge-based decision support systems (KBDSS) hold up business and organizational decision-making activities on the basis of the knowledge available concerning the domain under question. One of the main problems with knowledge bases is that their construction is a time-consuming task. A number of methodologies have been proposed in the context of the Semantic Web to assist in the development of ontology-based knowledge bases. In this paper, we present a technique for populating knowledge bases from semi-structured text which take advantage of the semantic underpinnings provided by ontologies. This technique has been tested and evaluated in the financial domain

TEA

2012 ◽  
Vol 3 (3) ◽  
pp. 41-63 ◽  
Author(s):  
Zhaohao Sun ◽  
Grant Meredith ◽  
Andrew Stranieri
Keyword(s):  
Decision Making ◽  
Decision Support ◽  
Web Services ◽  
Research And Development ◽  
Decision Support Systems ◽  
Support Systems ◽  
Decision Makers ◽  
Generic Framework

This paper proposes TEA: a generic framework for decision making in web services, which integrates the environment (6 Ps) of decision making, the behaviors (6 Cs) of decision makers, and inner activities (another 6 Ps) of decision makers. This framework unifies what the decision makers can “eye” (the above-mentioned first 6Ps), should “think” (the above-mentioned another 6 Ps) and “act” (6 Cs), whenever making decisions in web services. The paper also examines interrelationships among the first 6 Ps, 6 Cs, and another 6Ps, and their influences on decision making in web services. The proposed approach will facilitate research and development of decision making and decision support systems in web services.

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