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.
Contents
1. Alteration of Decision-Making Processes in
Organizations.
2. New Decision-Making Processes.
3. The Need to Cooperate.
4. Cooperative Decision-Making.
5. Activity Support Systems.
6. Cooperative Decision Support Systems: CDSSS.
About the Authors
Pascale Zaraté is Professor at Toulouse 1 Capitole
University, France. She conducts her research at the IRIT
Laboratory and is the Editor-in-Chief of the International Journal
of Decision Support Systems Technologies. She is co-chair of the
European Working Group on DSS and has published several studies and
books.
Inhoudsopgave
List of Figures ix
List of Tables xi
Introduction xiii
Chapter 1 Alteration of Decision-making Processes In Organizations 1
1.1 Decisional processes 1
1.2 Introduction of ICT in organizations 5
1.3 The decision-making process revisited 7
1.4 Conclusion 9
Chapter 2 New Decision-making Processes 11
2.1 Examination of the context of such decision-making 11
2.2 Context and decision-making 14
2.3 Experiment 15
2.4 Conclusion 18
Chapter 3 the Need to Cooperate 21
3.1 Cooperation: definitions 21
3.2 Types of cooperation 27
3.2.1 Complementary cooperation 27
3.2.2 Interdependent cooperation 28
3.2.3 Negotiated cooperation 28
Chapter 4 Cooperative Decision-making 31
4.1 Process of collaborative decision-making 34
4.2 Model of the process of collaborative decision-making 36
Chapter 5 Activity Support Systems 39
5.1 Interactive decision support systems 39
5.2 Business intelligence 42
5.3 Intelligent or knowledge-based DSSs 43
5.4 Cooperative knowledge-based systems 46
5.5 Group Decision Support Systems (GDSSs) 49
5.6 Facilitation of group decision-making 51
5.7 Collaborative engineering 55
5.8 Cooperative design approach 56
5.9 Cooperative systems 57
5.10 Workflow 60
5.11 Cooperative multi-agent systems 62
Chapter 6 Cooperative Decision Support Systems: CDSSs 65
6.1 Distributed DSSs 65
6.2 Proposal of an architecture 66
6.2.1 Interpersonal communication tool 69
6.2.2 Task management tool 69
6.2.2.1 Support for management of non-nominal situations 70
6.2.2.2 Planning support tool in the context of distance learning 73
6.2.2.3 Conclusion 75
6.2.3 Knowledge capitalization tool 75
6.2.3.1 Knowledge capitalization: a process-oriented model 76
6.2.4 Dynamic human/computer interaction tool 80
6.3 Process of group decision-making 81
6.4 Conclusion 88
General Conclusion 91
Bibliography 95
Index 105
Over de auteur
Pascale Zaraté is a Professor at Toulouse 1 Capitole University, France.
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