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On Frameworks and Architectures for Intelligent Decision-Making Support Systems
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Author(s): Manual Mora (Autonomous University of Aguascalientes, Mexico), Francisco Cervantes (Universidad Nacional Autónoma de México, Mexico), Guisseppi Forgionne (University of Maryland, Baltimore County, USA)and Ovsei Gelman (Universidad Nacional Autónoma de México, Mexico)
Copyright: 2008
Pages: 11
Source title:
Encyclopedia of Decision Making and Decision Support Technologies
Source Author(s)/Editor(s): Frederic Adam (University College Cork, Ireland)and Patrick Humphreys (London School of Economics, UK)
DOI: 10.4018/978-1-59904-843-7.ch076
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Abstract
Making organizational decisions is a critical and central activity to successful operations of profit and nonprofit-based organizations (Huber, 1990; Simon, 1997). Organizational paradigm evolution from the paternalistic/political and accountability/bureaucratic organizational paradigms toward process-oriented and decisional views (Huber & McDaniel, 1986) has also fostered the organizational relevance of such processes. Some studies suggest that decision-making ineffectiveness is the main cause for top executive firings in large corporations (Rowe & Davis, 1996). Others state the need to find possible solutions/decisions to the new critical and complex world problems (such as pollution, poverty or corruption) (McCosh & Correa-Perez, 2006) and make better strategic business managerial decisions (Savolein & Liu, 1995). Consequently, how to do so becomes a relevant research stream for academicians and has strong practical implications for decision-makers.
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