The Decision Hedgehog

2011 ◽  
pp. 148-154
Author(s):  
Patrick Humphreys
Keyword(s):  
Decision Making ◽  
Decision Support ◽  
Decision Support Systems ◽  
Group Decision ◽  
Support Systems ◽  
Group Decision Support ◽  
Group Decision Support Systems ◽  
Decision Systems ◽  
Perceived Need ◽  
The Impact

The discourses established as the foundations of group decision support systems (GDSS) have been called into question not only in the interests of advancing the academic GDSS field (Bannon, 1997), but also out of the perceived need to plug gaps that sophisticated GDSS systems throw up in practice (Huber, 1981; Humphreys & Brezillon, 2002; Humphreys & Jones, 2006; Stabell, 1987). The limitations of rational perspectives of “decision- making as choice” have been raised (Carlsson, 2002; Cyert & March, 1992; Nappelbaum, 1997). The challenges relate to failures of implementation, the rise of unintended outcomes, the impact of cultures of fear and failure within organisations (Humphreys & Nappelbaum, 1997), and problems associated with externalisation of decision systems designers who “play God” by designing from outside the game for those who are inside (Humphreys, 1989).

Group Decision Support Systems

2009 ◽  
pp. 82-89
Author(s):  
John Wang ◽  
James Yao
Keyword(s):  
Decision Making ◽  
Information Technology ◽  
Decision Support ◽  
Decision Support Systems ◽  
Group Decision ◽  
Support Systems ◽  
Group Support Systems ◽  
Group Decision Support ◽  
Group Decision Support Systems

Group decision support systems (GDSSs) which aim at increasing some of the benefits of collaboration and reducing the inherent losses are interactive information technology-based environments that support concerted and coordinated group efforts toward completion of joint tasks (Dennis, George, Jessup, Nunamaker, & Vogel, 1998). The term group support systems (GSSs) was coined at the start of the 1990’s to replace the term GDSS. The reason for this is that the role of collaborative computing was expanded to more than just supporting decision making (Patrick & Garrick, 2006). For the avoidance of any ambiguities, the latter term shall be used in the discussion throughout this paper

Group Decision Support Systems

2011 ◽  
pp. 371-376
Author(s):  
John Wang ◽  
James Yao
Keyword(s):  
Decision Making ◽  
Information Technology ◽  
Decision Support ◽  
Decision Support Systems ◽  
Group Decision ◽  
Support Systems ◽  
Group Support Systems ◽  
Group Decision Support ◽  
Group Decision Support Systems

Group decision support systems (GDSSs) which aim at increasing some of the benefits of collaboration and reducing the inherent losses are interactive information technology-based environments that support concerted and coordinated group efforts toward completion of joint tasks (Dennis, George, Jessup, Nunamaker, & Vogel, 1998). The term group support systems (GSSs) was coined at the start of the 1990’s to replace the term GDSS. The reason for this is that the role of collaborative computing was expanded to more than just supporting decision making (Patrick & Garrick, 2006). For the avoidance of any ambiguities, the latter term shall be used in the discussion throughout this paper.

Group Decision Support Systems

2011 ◽  
pp. 1543-1550 ◽  
Author(s):  
John Wang ◽  
James Yao
Keyword(s):  
Decision Making ◽  
Decision Support ◽  
Decision Support Systems ◽  
Financial Management ◽  
Group Decision ◽  
Support Systems ◽  
Group Decision Support ◽  
Group Decision Support Systems ◽  
Management Decision ◽  
Trace Back

Group decision support systems (GDSSs) which aim at increasing some of the benefits of collaboration and reducing the inherent losses are interactive information technology-based environments that support concerted and coordinated group efforts toward completion of joint tasks (Dennis, George, Jessup, Nunamaker, & Vogel, 1998). The term group support systems (GSSs) was coined at the start of the 1990’s to replace the term GDSS. The reason for this is that the role of collaborative computing was expanded to more than just supporting decision making (Patrick & Garrick, 2006). For the avoidance of any ambiguities, the latter term shall be used in the discussion throughout this paper. If we trace back, GDSSs are specialized model-oriented decision support systems (DSSs) or management decision systems that were born in the late 1960s. By the late 1970s, a number of researchers and companies had developed interactive information systems that used data and models to help managers analyze semi-structured problems. From those early days, it was recognized that DSSs could be designed to support decision makers at any level in an organization. DSSs could support operations, financial management, and strategic decision making.

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