Tools for Collaborative Decision-Making E-Book

Pascale Zaraté

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 140

Veröffentlichungsjahr: 2013

Beschreibung

Decision-making has evolved recently thanks to the introduction of information and communication technologies in many organizations, which has led to new kinds of decision-making processes, called "collaborative decision-making", at the organizational and cognitive levels.

This book looks at the development of the decision-making process in organizations. Decision-aiding and its paradigm of problem solving are defined, showing how decision-makers now need to work in a cooperative way. Definitions of cooperation and associated concepts such as collaboration and coordination are given and a framework of cooperative decision support systems is presented, including intelligent DSS, cooperative knowledge-based systems, workflow, group support systems, collaborative engineering, integrating with a collaborative decision-making model in part or being part of global projects. Several models and experimental studies are also included showing that these new processes have to be supported by new types of tools, several of which are described in order to calculate or simulate solutions or global solutions for decision-making modification. Definitions and new trends for these models are given, along with types of systems.

Leseprobe

Contents

Figures

Tables

Introduction

1 Alteration of Decision-Making Processes in Organizations

1.1. Decisional processes

1.2. Introduction of ICT in organizations

1.3. The decision-making process revisited

1.4. Conclusion

2 New Decision-Making Processes

2.1. Examination of the context of such decision-making

2.2. Context and decision-making

2.3. Experiment

2.4. Conclusion

3 The Need to Cooperate

3.1. Cooperation: definitions

3.2. Types of cooperation

4 Cooperative Decision-Making

4.1. Process of collaborative decision-making

4.2. Model of the process of collaborative decision-making

5 Activity Support Systems

5.1. Interactive decision support systems

5.2. Business intelligence

5.3. Intelligent or knowledge-based DSSs

5.4. Cooperative knowledge-based systems

5.5. Group Decision Support Systems (GDSSs)

5.6. Facilitation of group decision-making

5.7. Collaborative engineering

5.8. Cooperative design approach

5.9. Cooperative systems

5.10. Workflow

5.11. Cooperative multi-agent systems

6 Cooperative Decision Support Systems: CDSSs

6.1. Distributed DSSs

6.2. Proposal of an architecture

6.3. Process of group decision-making

6.4. Conclusion

General Conclusion

Bibliography

Index

First published 2013 in Great Britain and the United States by ISTE Ltd and John Wiley & Sons, Inc.

Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act 1988, this publication may only be reproduced, stored or transmitted, in any form or by any means, with the prior permission in writing of the publishers, or in the case of reprographic reproduction in accordance with the terms and licenses issued by the CLA. Enquiries concerning reproduction outside these terms should be sent to the publishers at the undermentioned address:

ISTE Ltd

27-37 St George’s Road

London SW19 4EU

UK

www.iste.co.uk

John Wiley & Sons, Inc.

111 River Street

Hoboken, NJ 07030

USA

www.wiley.com

© ISTE Ltd 2013

The rights of Pascale Zaraté to be identified as the author of this work have been asserted by her in accordance with the Copyright, Designs and Patents Act 1988.

Library of Congress Control Number: 2012949420

British Library Cataloguing-in-Publication Data

A CIP record for this book is available from the British Library

ISSN: 2051-2481 (Print)

ISSN: 2051-249X (Online)

ISBN: 978-1-84821-516-0

Printed and bound in Great Britain by CPI Group (UK) Ltd., Croydon, Surrey CR0 4YY

Figures

Figure 1.1. Courbon’s decision-making process

Figure 1.2. DTL (decision time line)

Figure 1.3. Cauvin’s decisional process

Figure 1.4. The progression of Simon’s phases of decision-making [SIM 77] revisited

Figure 4.1. Model of collaborative design

Figure 4.2. Model of the process of collaborative design

Figure 4.3. Generic model of the process of collaborative decision-making

Figure 5.1. Architecture of DSSs put forward by [SPR 82]

Figure 5.2. Architecture of DSSs according to [MAR 03]

Figure 5.3. Conceptual architecture for I-DMSSs put forward by [FOR 02]

Figure 5.4. Elementary architecture for a cooperative knowledge-based system put forward by [SOU 96]

Figure 6.1. Architecture of CDSSs

Figure 6.2. Knowledge capitalization: a process-oriented model

Tables

Table 2.1. Table showing the characteristics of the experiments

Table 6.1. Table of the different situations for collective decision-making

Introduction

Decision support uses techniques and methods drawn from applied mathematics – such as optimization, statistics and decision theory – and theories from less formal domains such as organizational analysis and cognitive sciences.

While their work has had less of a normative impact than has decision theory, Roy and Bouyssou [ROY 93] view decision support as a science based on three main postulates:

– first order reality postulate: the main aspects of the reality on which decision support is founded relate to knowledge objects – objects which can be regarded as facts, stable enough that we can speak of the exact state or exact value of one or other of their characteristics: a value deemed to have significance in relation to an aspect of the reality;