Reducing Query Processing Time for Non-Synonymous Materialized Queries With Differed Criteria

2019 ◽  
Vol 8 (2) ◽  
pp. 75-93 ◽  
Author(s):  
Sonali Ashish Chakraborty ◽  
Jyotika Doshi
Keyword(s):  
Decision Making ◽  
Query Processing ◽  
Relational Database ◽  
Processing Time ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Union Operation ◽  
Data Marts ◽  
Using Data

Results of OLAP queries for strategic decision making are generated using warehouse data. For frequent queries, processing overhead increases as same results are generated by traversing through huge volume of warehouse data. Authors suggest saving time for frequent queries by storing them in a relational database referred as MQDB, along with its result and metadata information. Incremental updates for synonymous materialized queries are done using data marts. This article focusses on saving processing time for non-synonymous queries with differed criteria. Criteria is the query condition specified with ‘where' or a ‘having' clause apart from equijoin condition. Defined rules will determine if new results can be derived from existing stored results. If criteria of fired query are a subset of criteria in stored query, results are extracted from existing results using MINUS operation. When criteria are a superset of stored query criteria, new results are appended to existing results using the UNION operation.

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.

scholarly journals IMPLEMENTASI THEORY OF CONSTRAINTS PADA UPAYA PENINGKATAN KAPASITAS PRODUKSI OLAHAN BANDENG, DI KOTA BEKASI

2016 ◽  
Vol 6 (3) ◽  
Author(s):  
Docki Saraswati ◽  
Rosiyana Dewi ◽  
Sucipto Adisuwiryo
Keyword(s):  
Decision Making ◽  
Processing Time ◽  
Swot Analysis ◽  
Production Capacity ◽  
Strategic Decision ◽  
Theory Of Constraints ◽  
Analysis Approach ◽  
Strategic Decision Making ◽  
Cooling Process ◽  
Plastic Packaging

<p>Competition in finding jobs increasingly tight, encourages efforts to establish its own selfemployment<br />by utilizing available resources. Research conducted on entrepreneur processed<br />bandeng fish in Bekasi, which produces ‘otak-otak bandeng’. SWOT analysis approach conducted<br />on aspects of production, finance and marketing to formulate strategic decision-making. Strategies<br />to increase production capacity were done by using the approach of theory of constraints (TOC).<br />There are 10 stages in the process of making the ‘otak-otak bandeng’. The result shows the<br />identification of constraints occur in the process of separating the thorn of the fish. Replacement of<br />meat grinder machine increases the efficiency of processing time by 13%. Furthermore, change is<br />made on the work procedures for cooling process and inserting fish in the plastic packaging bags.<br />The replacement of meat grinder machine and changing the work procedures for packaging has<br />saving the processing time up to 20%.</p>

A Novel Approach Using Non-Synonymous Materialized Queries for Data Warehousing

2021 ◽  
Vol 17 (3) ◽  
pp. 22-43
Author(s):  
Sonali Ashish Chakraborty
Keyword(s):  
Data Warehouse ◽  
Relational Database ◽  
Execution Time ◽  
Data Warehousing ◽  
Multiple Sources ◽  
Novel Approach ◽  
Union Operation ◽  
Data Marts ◽  
Using Data

Data from multiple sources are loaded into the organization data warehouse for analysis. Since some OLAP queries are quite frequently fired on the warehouse data, their execution time is reduced by storing the queries and results in a relational database, referred as materialized query database (MQDB). If the tables, fields, functions, and criteria of input query and stored query are the same but the query criteria specified in WHERE or HAVING clause do not match, then they are considered non-synonymous to each other. In the present research, the results of non-synonymous queries are generated by reusing the existing stored results after applying UNION or MINUS operations on them. This will reduce the execution time of non-synonymous queries. For superset criteria values of input query, UNION operation is applied, and for subset values, MINUS operation is applied. Incremental result processing of existing stored results, if required, is performed using Data Marts.

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

2012 ◽  
pp. 147-162
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.

scholarly journals HR Managers’ Emotions in Strategic Decision-Making Events: Evidence from Croatia

2021 ◽  
Vol 13 (2) ◽  
pp. 845
Author(s):  
Marli Gonan Božac ◽  
Katarina Kostelić
Keyword(s):  
Decision Making ◽  
Problem Solving ◽  
Strategic Planning ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Personal Perspective ◽  
Human Resource Managers ◽  
Organizational Perspective ◽  
Hr Managers ◽  
Experienced Emotion

The inclusion of emotions in the strategic decision-making research is long overdue. This paper deals with the emotions that human resource managers experience when they participate in a strategic problem-solving event or a strategic planning event. We examine the patterns in the intensity of experienced emotions with regard to event appraisal (from a personal perspective and the organization’s perspective), job satisfaction, and coexistence of emotions. The results reveal that enthusiasm is the most intensely experienced emotion for positively appraised strategic decision-making events, while frustration is the most intensely experienced emotion for negatively appraised problem-solving events, as is disappointment for strategic planning. The distinction between a personal and organizational perspective of the event appraisal reveals differences in experienced emotions, and the intensity of experienced anger is the best indicator of the difference in the event appraisals from the personal and organizational perspective. Both events reveal the variety of involved emotions and the coexistence of—not just various emotions, but also emotions of different dominant valence. The findings indicate that a strategic problem-solving event triggers greater emotional turmoil than a strategic planning event. The paper also discusses theoretical and practical implications.

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