Using Denotational Mathematics for the Formal Description of Home UbiHealth Decision-Support Systems With Knowledge Flow

2021 ◽  
Vol 13 (4) ◽  
pp. 1-17
Author(s):  
Aristides Vagelatos ◽  
John Sarivougioukas
Keyword(s):  
Decision Making ◽  
Decision Support ◽  
Decision Process ◽  
Positive Impact ◽  
Semantic Networks ◽  
Knowledge Flow ◽  
Medical Professionals ◽  
Formal Description ◽  
Cognitive Intelligence ◽  
Technical Personnel

Home UbiHealth applications require support from decision-making and decision-support components. The decision process must possess a holistic perspective about the individual's healthcare condition and needs at home. Also, it shall consider and evaluate the available data, producing cognitive intelligence through appropriate processing. The present work describes a model for decision-making and decision-support in UbiHealth environments based on denotational mathematics. The decision-making component of the model provides the necessary actions to handle the connected devices. The decision-support component suggests actions to the user (physician). The decisions are drawn from a simulated operation of cooperating and co-existing semantic networks. The model is thoroughly described, and its positive impact is explained for all participating stakeholders including medical professionals, patients, information technology scientists, and technical personnel.

scholarly journals Integrated approach for risk management in servitization decision-making process

2020 ◽  
Vol 26 (7) ◽  
pp. 1949-1977 ◽  
Author(s):  
Sarra Dahmani ◽  
Xavier Boucher ◽  
Didier Gourc ◽  
Sophie Peillon ◽  
François Marmier
Keyword(s):  
Decision Making ◽  
Decision Process ◽  
Positive Impact ◽  
Practical Implication ◽  
Risk Identification ◽  
Decision Makers ◽  
Decision Making Process ◽  
Research Approach ◽  
Content Type ◽  
Action Research Approach

PurposeThe paper proposes an innovative systemic method helping decision-makers to control servitization transition process, through decision process risk diagnosis.Design/methodology/approachThe proposed method is based on the modeling of decision processes and risk identification and analysis. This method was based on an action-research approach, in close relationship with two companies (SMEs). The paper develops the feasibility experiment at Automelec company.FindingsThe method was successfully implemented and delivered concrete diagnosis results.Research limitations/implicationsThe generalization of the applicability of the method needs to be tested on several different cases.Practical implicationsThe first practical implication is related to the efficiency of the method to help decision-makers in a servitization context to limit uncertainty and get a global view of the weaknesses of their decision-making process, it raises their awareness about servitization transition for their companies. Furthermore, the method also helps to explain the strategy of a servitization transition. It enhances the level of maturity of the decision process of the company, and can be used as a training/learning tool for managers.Social implicationsThe results brought by the research contribute to give the decision-making boards for organization living a servitization transition and especially SMEs a better control over the servitization decision process and related risks, which will increase the economic stability of the company and its vision over long, medium and short horizons. This will bring positive impact on the overall economic and social environment and networks of the servitized SME, and enhance the confidence of coworkers, subcontractors and clients.Originality/valueThe first originality of the paper is related to the new way of considering risk, not only as an analysis criterion but as the central driver in steering a strategic transition for the company, such as servitization. The second originality of the study is about assessing risk occurrence over a decision-making process through decision reliability and decision confidence.

Concepts for the Design of a Manager-Centric Global Decision Support System for Organizations

Crowdsourcing ◽  
2019 ◽  
pp. 285-299
Author(s):  
Paulo Garrido
Keyword(s):  
Decision Making ◽  
Decision Support ◽  
Information Systems ◽  
Decision Support System ◽  
Support System ◽  
Decision Process ◽  
Point Of View ◽  
Decision Taking

The goal of this chapter is to describe a set of concepts for the design of information systems supporting the global decision process in an organization from a management point of view. Managers are responsible for decisions that are crucial for the success of the organization. Supporting decision taking by management in an integrated way means to support the global decision process of the organization and increase its efficiency and resilience. The system is envisaged so that i) each manager has available a decision dashboard to support the flux of decision-making for which he or she is responsible; ii) the dashboards also allow managers to crowdsource from non-managers different aspects of decision iii) the dashboards are connected in a conversational network; iv) this conversational network is so structured to support the global decision process of the organization.

Novice's Performance and Satisfaction Improvement Through Expert Decision Support Usage

2004 ◽  
pp. 163-182
Author(s):  
Lucila Perez ◽  
Michel Plaisent ◽  
Prosper Bernard ◽  
Lassana Maguiraga
Keyword(s):  
Neural Networks ◽  
Decision Making ◽  
Decision Support ◽  
Positive Impact ◽  
Business World ◽  
New Employees ◽  
Training Tool ◽  
Treatment Groups ◽  
The Impact

Decision support technology, Expert Systems, Executives Information Systems, and Artificial Neural Networks, have been reported to be useful tools to enhance the performance of managers as they helped them to gain more knowledge, experiences, and expertise and consequently enhance the quality of the decision-making. They can also be used as a training tool to transfer the knowledge of the expert to middle and top management and thus improve the performance of new employees. This communication reports the conclusions of a study conducted to verify the impact of the use of the EDSS technology (Expert Decision Support Systems) on the performance and satisfaction of new employees in the business world. A laboratory experiment using control groups and treatment groups was held to test the research model. The results indicate that EDSS technologies do have a positive impact on the performance of the users.

Multiparticipant Decision Making and Balanced Scorecard Collaborative

2005 ◽  
pp. 395-402
Author(s):  
Daniel Xodo
Keyword(s):  
Decision Making ◽  
Decision Support ◽  
Decision Support System ◽  
Support System ◽  
Balanced Scorecard ◽  
Decision Process

The building of decision support system (DSS) for integrated workgroups sets out problems related to the nature of the decision process as well as its operative implementation.

Concepts for the Design of a Manager-Centric Global Decision Support System for Organizations

2015 ◽  
pp. 173-187 ◽  
Author(s):  
Paulo Garrido
Keyword(s):  
Decision Making ◽  
Decision Support ◽  
Information Systems ◽  
Decision Support System ◽  
Support System ◽  
Decision Process ◽  
Point Of View ◽  
Decision Taking

The goal of this chapter is to describe a set of concepts for the design of information systems supporting the global decision process in an organization from a management point of view. Managers are responsible for decisions that are crucial for the success of the organization. Supporting decision taking by management in an integrated way means to support the global decision process of the organization and increase its efficiency and resilience. The system is envisaged so that i) each manager has available a decision dashboard to support the flux of decision-making for which he or she is responsible; ii) the dashboards also allow managers to crowdsource from non-managers different aspects of decision iii) the dashboards are connected in a conversational network; iv) this conversational network is so structured to support the global decision process of the organization.

Conversation-Oriented Decision Support Systems for Organizations

Data Mining ◽  
2013 ◽  
pp. 1376-1389
Author(s):  
Paulo Garrido
Keyword(s):  
Decision Making ◽  
Decision Support ◽  
Decision Support System ◽  
Decision Support Systems ◽  
Support System ◽  
Decision Process ◽  
Support Systems ◽  
Decision Processes ◽  
Group Decision Support Systems ◽  
Compound Decision

This chapter proposes concepts for designing and developing decision support systems that acknowledge, explore and exploit the fact that conversations among people are the top-level “supporting device” for decision-making. The goal is to design systems that support, configure and induce increasingly effective and efficient decision-making conversations. This includes allowing and motivating participation in decision-making conversations of any people who may contribute positively to decision-making and to the quality of its outcomes. The proposal sees the sum total of decisions being taken in an organization as the global decision process of the organization. The global decision process of the organization is structured in decision processes corresponding to organizational domains. Each organizational domain has associated a unit decision process. If the organizational domain contains organizational sub-domains, then its compound decision process is the union and composition of its unit decision process and the unit decision processes of its sub-domains. The proposal can be seen as extending, enlarging and integrating group decision support systems into an organization-wide system. The resulting organizational decision support system, by its conversational nature, may become the kernel decision support system of an organization or enterprise. In this way, the global decision process of the organization may be made explicit and monitored. It is believed that this proposal is original.

scholarly journals Decision making with support of artificial intelligence

2012 ◽  
Vol 51 (No. 9) ◽  
pp. 385-388
Author(s):  
I. Rábová ◽  
V. Konečný ◽  
A. Matiášová
Keyword(s):  
Artificial Intelligence ◽  
Decision Making ◽  
Decision Support ◽  
Decision Process ◽  
Process Model ◽  
Decision Processes ◽  
Enterprise Information ◽  
Enterprise Information Systems ◽  
Software Modules ◽  
Competition Ability

  Development of software modules for decision support is currently a basic trend in the creation of enterprise Information Systems (IS). The IS is basically a support system of the enterprise Decision System, therefore we can regard it as a very important factor of the competition ability and enterprise prosperity. Conventional IS modules provide the enterprise managers a lot of useful information. Nevertheless, own decision process in view of difficulty, complexity or creation disability of decision process model is very often problematic. This contribution is oriented by its content to appropriate choice realization of modules for support decision processes by using of artificial intelligence methods.      

Crisis Clever System (CCS) – tracking experience of crisis management for decision support

2019 ◽  
Vol 33 (02) ◽  
pp. 188-205
Author(s):  
Sophie Loriette ◽  
Nada Matta ◽  
Mohamed Sediri ◽  
Alain Hugerot
Keyword(s):  
Decision Making ◽  
Emergency Department ◽  
Decision Support ◽  
Crisis Management ◽  
Decision Process ◽  
Decision Makers ◽  
The Other ◽  
Management Decision ◽  
Emotional Impact ◽  
The Right

AbstractDuring a crisis situation, the ability of emergency department to take reliable and quick decisions is the main feature that defines the success or failure of this organization in the course of its crisis management. Decision makers spend time on identifying the decisions that will be taken for the whole of the crisis management, and on anticipating the preparation of these decisions, ensuring that they have time to properly prepare all decisions to be taken and, be able to implement them as fast as possible. However, the context and the characteristics of the crisis make the decision process complicated because there is no specific methodology to anticipate these decisions and properly manage collaboration with the other protagonists. There is also the pressure of time, a significant stress and, the emotional impact on the decision maker that lead to losing objectivity in decision making. We understand so that the right decision will be greatly facilitated and enhanced by the development of an adequate tool and process for decision-making. This tool must respect methods of the emergency department considered, and highlight the importance of experience feedback referencing to past cases, especially success and failures. We propose in this paper, software in order to handle experience feedback as a support for decision-making in crisis management “Crisis Clever System”. Several dimensions are considered in this study, from one side: organization, communication and problem-solving activities and from the other side the presentation and finding of experience feedback thanks to an analogy technique.

scholarly journals A DECISION MAKING AID MODEL FOR PROJECT MANAGEMENT: A STRATEGIC DECISION PROCESS

2018 ◽  
Vol 9 (1) ◽  
pp. 27
Author(s):  
Djamil Mohamed ◽  
Yu Jintian
Keyword(s):  
Decision Making ◽  
Decision Support ◽  
Project Management ◽  
Support System ◽  
Decision Process ◽  
Project Managers ◽  
Strategic Decision ◽  
Concrete Aggregate ◽  
Management Research ◽  
Proposed Model

The implementation of a decision support system and decision-making plays an important role for the outcome on the objective of a project. As important tools, the knowledge from the internal and external of a project and the experiences of project managers and experts are significant assurances to make a better decision, therefore a better concrete aggregate alternatives decision. The purpose of this paper is the development of a Decision Making Aid model with alternatives decisions and solutions (DMAM) to help the process of decisionmaking. By choosing the most appropriate model and alternatives, the proposed model aims to solve given problems pinpointed on the ―Framework for Classifying the Project Management Research‖. The model takes into account the complexity of the project and the existing alternatives decisions and solutions of previous cases. The results indicate that this model significantly reduces time and marginal error for decision-making

Conversation-Oriented Decision Support Systems for Organizations

2010 ◽  
pp. 118-131 ◽  
Author(s):  
Paulo Garrido
Keyword(s):  
Decision Making ◽  
Decision Support ◽  
Decision Support System ◽  
Decision Support Systems ◽  
Support System ◽  
Decision Process ◽  
Support Systems ◽  
Decision Processes ◽  
Group Decision Support Systems ◽  
Compound Decision

This chapter proposes concepts for designing and developing decision support systems that acknowledge, explore and exploit the fact that conversations among people are the top-level “supporting device” for decision-making. The goal is to design systems that support, configure and induce increasingly effective and efficient decision-making conversations. This includes allowing and motivating participation in decision-making conversations of any people who may contribute positively to decision-making and to the quality of its outcomes. The proposal sees the sum total of decisions being taken in an organization as the global decision process of the organization. The global decision process of the organization is structured in decision processes corresponding to organizational domains. Each organizational domain has associated a unit decision process. If the organizational domain contains organizational sub-domains, then its compound decision process is the union and composition of its unit decision process and the unit decision processes of its sub-domains. The proposal can be seen as extending, enlarging and integrating group decision support systems into an organization-wide system. The resulting organizational decision support system, by its conversational nature, may become the kernel decision support system of an organization or enterprise. In this way, the global decision process of the organization may be made explicit and monitored. It is believed that this proposal is original.

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