Organizational reconciliation and its implications for organizational decision support systems: a semiotic approach

This paper describes the key problems with the core concepts behind ODSS, and provides a critique from a theoretical perspective that draws on organizational theory and semiotics. We argue that any distinction between organizational decision support systems (ODSS) and other related systems such as DSS or group decision support systems (GDSS) should be based on the difference between the characteristics of groups and organizations. Our approach uses characteristics of communication within organizations to model information in order to support organizational level decisions. We illustrate the usefulness of this approach by examining a decision-making problem in the context of a British hospital.     

Information technology in support of individual decision-making

Abstract. The use of computers in organizations has often been justified by reference to the ‘improved decision-making’ which will result from the use of new technology. Rarely, if ever, is any precise measurement given as to how such improvements will be judged. Phrases such as ‘better information leads to better decisions’ and ‘what managers require is more information’ dominate the literature on management information systems (MIS). Alistair Preston argues that this alignment with top management allowed MIS to legitimize and elevate itself as both a serious practice and an academic discipline. The two dominant themes in the relationship between information technology (IT) and managerial decision-making have been the use of Herbert Simon's work on decision-making and Anthony's pyramidal structure of types of application system, the latter model leading to a powerful categorization of types of computer-based information systems (i.e. transaction processing, management information systems, decision support systems, executive information systems). The models of decision-making employed at each level of this hierarchy are those characterized by Simon as ‘objective rationality’ and ‘bounded rationality’ and these models encourage a view of information as representing some objective reality which can be captured, stored and processed within some form of technology. Dick Boland has argued forcibly that Simon's work has been crucial to the current level of understanding of information and technology within organizations. Less concern has been given, however, to the role which IT itself plays in reinforcing this rationalistic view of information and decision-making. As Mitroff has pointed out, to represent (or model) a problem is to conduct an inquiry into its nature. Likewise, Dick Boland suggests that information technologies are themselves social inventions that are malleable and shaped during use but that such sets limits and opens possibilities that shape the users as well. Hence, information technologies both incorporate and give rise to changes in our vocabularies for knowing ourselves and our institutions. It will not be enough, therefore, for us merely to change our existing models of managerial decision-making, it will also be necessary to design new technologies which will reflect and encourage the use of such models. In this paper we shall use the framework provided by Mitroff to try to consider a number of different paradigms of inquiring system and to see what technological forms would need to be developed in order that we may provide technological support for individual decision-making based on each paradigm.     

A relationship framework and application in between strategy and operational plans for manufacturing industry

The objective of this paper is to develop a system that calculates a company’s strategic manufacturing performance using indicator values of competitive priorities classified according to manufacturing players and their weights and to determine strategic operations plans to guide short-term decisions based on performance and indicator values. A framework is designed that measures strategic manufacturing strength and links these competitive priorities to manufacturing strategy to plan operations that are compatible with the manufacturing strategy. This framework is applied in a panel furniture company. Quantitative data are obtained from Enterprise Resource Planning database. This work provides a new, more structured methodology with greater quantification and new insights. It is hoped that this decision support system helps that managers of a company in their strategic operations plans decision-making as they develop manufacturing capabilities against competitors. This study eliminates several gaps between the academic literature and current management practice, suggesting that researchers should consider the impact of theory on the process of strategy operations planning. It also offers a way for organizations with respect to determine strategy operations planning according to their current performance measurement systems. This study includes a different approach than those described in the literature because it includes a conceptual model, novel methods used in performance calculation and decision-making related to strategic operations plans.     

RETHINKING STRATEGIC INFORMATION SYSTEMS

Despite well-publicized successes, the use and understanding of strategic information systems remains unclear. By focusing on how these basically conventional information systems are used and renaming them strategy support systems, organizations can begin the crucial process of reconceptualizing their use of IT resources in support of strategic objectives.     

Multi‐contextuality in boundary‐spanning practices

The capability to establish boundary‐spanning practices within and across organizations has for long been recognized as a key strategic resource. As organizations are becoming distributed and dynamic, they will be increasingly populated by multiple functional, geographical, hierarchical and professional boundaries. The inherent complexity of such settings makes it difficult for organizations to leverage their boundary‐spanning practices. Information technology (IT) systems have been hailed as a critical enabler of boundary spanning. However, there is little knowledge on how organizations are affected by the introduction of different types of IT systems. Building on an interpretive case study of Swedish transport organizations, this paper explores consequences of sensor technology for boundary spanning. The paper contributes with an understanding of what coexisting use contexts mean for boundary‐spanning practices. A theoretical implication is that such multi‐contextuality requires an integrative view on boundary spanning that combines insights from the organizational innovation and work practice literatures.     

The impact of information and communication technologies on the costs of democracy

Recent developments in information and communication technologies (ICTs) can change the way strategic organizational decisions are negotiated and voted upon. We propose an analytical framework that investigates the effect of such technologies on the costs of the decision-making process in organizations by incorporating a technology variable in an already well-known model of public decision-making. The framework is applicable to any large group decision setting where collective decisions are made by voting, such as shareholders’ meetings, local and federal government meetings. We apply the framework to derive policies that will help to decrease the costs related to the democratic process. The first policy requires that governments should invest more in technologies that support multi-lateral communication and negotiation among citizens, and the second requires that citizens should use better voting mechanisms than simple majority voting to make decisions.     

‘Search Widely,Choose Wisely’: A Proposal for Linking Judgemental Decision-Making and Creative Problem-Solving Approaches

Brainstorming was pioneered by Alex Osborn as a technique to support idea generation in individual and team applications. The emphasis on divergence was moderated in subsequent technique systems, including the Parnes-Osborn approach and its derivatives. These systems place emphasis on both divergence and convergence, in one or more search/choice sequences. Nevertheless, an emphasis on divergence remained, both in training and practical application. Only more recently have the processes of converging attracted the attention of practitioners and researchers. In some contrast, there is a body of knowledge on judgmental decision-making which has focused on the convergent processes within individual and team problem-solving, while being less concerned with search procedures. A way of combining the two paradigms is suggested, illustrated by an example from a team applying such techniques in an exercise seeking to assess the creativity of organizations.     

Negotiating temporal orders

This paper focuses on time management as a cooperative task. Based on an analysis of the cultural complexity of scheduling surgical operations in a large clinic, possibilities of using information technology are explored. A computer system can be used to facilitate and change the negotiation of resource deployment in complex organizations by a) providing an integrated view of time management problems and decision-making within a complex organization, and b) by improving coordination. The paper discusses some design options for such a system which combines negotiation support with an auromatic sheduling device and critically examines the rationale for an organization to accept and implement such a system.     

An intelligent agent-based architecture for strategic information system applications

Strategic information systems (SIS) focus on the use of information system (IS) and information technology (IT) in the strategic management process in business organizations. The emphasis is on the strategic view of IS and IT and their impact on organizational strategy. Increased competition and advances in information technologies push for considerable structural changes in SIS. Agents, as autonomous entities which either work on their own or cooperate with others, and agent architectures have enormous potentials to be applied in such critical systems. In this article, first we investigate the very fundamental concepts of strategic information systems and intelligent agent technology. Then, the discussion continues on the specification of the characteristics and implementation issues of a typical SIS. Afterwards, we make use of these concepts and integrate them into a state-of-the-art, intelligent architecture for strategic information systems, called intelligent agent-based SIS. This is a comprehensive framework for a SIS in IT era which may be put into practice by a team of professionals in the near future. The graphical representation of this model is intended to help the reader understand the concept much better. After explaining the suggested model in full details, we introduce some support agents and specify their corresponding roles in an intelligent agent-based SIS architecture. Discussions and concluding remarks regarding the proposed system are provided at the end of the paper.     

A fuzzy parametrical forward- and backward-chained two-dimensionalattribute decision model

To operate strategically, corporate decision-makers need to assess functional-level projects based upon their ability to fulfill higher-level strategic business objectives. To support such decision-making, a model framework is developed that first aggregates expected project performance across individual business activities using an additive value function and, second, across the strategic objectives of the business using a displaced ideal approach. The two-dimensional (2-D) model can be applied iteratively in a define-analyze-refine cycle that highlights how proposed functional-level projects can be enhanced to better fulfill business-level strategic objectives. To deal with the imprecision introduced due to the strategic infrequent decision situations in which the model is used, the user inputs are defined as, and the model is developed using, fuzzy numbers. Operationalized as a computer-based decision support system, the model has been successfully applied at four electronics manufacturers     

Rationality in Information Systems Support to Decision Making

Management information systems serve business organizations by providing information for decision making. Various types of systems serve different types of decision contexts. The philosophic basis of information system support is discussed. The rational (or normative) philosophy is widely used, and appears in business theory in the form of agency theory and transaction cost analysis. While this approach has been valuable in some contexts, there are other contexts where the rational approach has limited in utility for real business decision making. Decision makers need to consider subjective factors to enable them to cope with the high levels of uncertainty, incomplete understanding, and imperfect data typical of dynamic open systems. There are alternative philosophies upon which to base decision-making that are appropriate for specific decision contexts. Churchman identified empirical, multi-perspective frameworks, dialectic, and cause-and-effect inquiring systems as alternatives to the rational (normative) system. A number of information system tools, such as decision support systems, expert systems, and group support systems can be supported by models based on philosophies other than rational models. A more empirically based philosophy, with decision-makers balancing hypothesis generation and observations of performance, is often more appropriate. The relationship between Churchman's inquiring systems and information system types are discussed.     

A survey on decision-making based on system reliability in the context of Industry 4.0

The business world is continually changing. Dynamic environments, full of uncertainties, complexities, and ambiguities, demand faster and more confident decisions. To compete in this environment, Industry 4.0 emerges as an essential alternative. In this context, the reliability of manufacturing is an essential aspect for companies to make successful decisions. In the literature, several technologies associated with Industry 4.0 have been applied to improve the availability of equipment, including the Internet of Things (IoT), Cyber-Physical Systems (CPS), blockchain, and data mining. Nevertheless, there is still no survey study that seeks to show how reliability has collaborated to support decision-making in organizations, in the context of Industry 4.0. In general, most applications still focus on the productivity and health of individual equipment. However, in today's volatile and complex businesses, local decisions are no longer sufficient; it is necessary to analyze the organization entirely. Thus, being aware of the impacts that a local failure can impose on the entire company has significant weight in the decision-making process. In this context, this article presents a survey to identify how researches on systems reliability has contributed to and supported the development of decision-making in Industry 4.0. The main contribution of this article is to highlight how reliability can be used to support different types of strategic decisions in the context of Industry 4.0. Finally, it highlights the need for research associating management decisions with the technologies of Industry 4.0.     

STRATEGIC BUSINESS PLANNING Aligning Business Goals with Technology

For strategic business planning to be successful in the prevailing competitive business environment, current and future technology needs must be considered. In many organizations, it is the responsibility of the IS manager to ensure that the information systems support these business needs. The IS manager must have a clear understanding of the organization's strategic business plan and must tailor IS projects to meet that plan's objectives. Enterprisewide information management and enterprise analysis can help the IS manager understand the business strategy and predict the effects of technology on that strategy.     

Bureaucratic factors in the adoption of gis by public organizations: Preliminary evidence from public administrators and planners

Among the goals of the National Center for Geographic Information and Analysis is the development of programs to transfer knowledge about GIS to public organizations. Achievement of this goal depends on a number of factors, among them technical, financial, and political conditions, as well as bureaucratic structures that influence the adoption of new innovations generally, and GIS specifically. In this paper, I argue that because of organizational reliance on “standard operating procedures” on the one hand, and professional training and socialization on the other, public organizations tend to favor the status quo, while public administrators screen out the geographical components of professional tasks and rely on nongeographic information systems. This argument is based on a theoretical understanding of bureaucracy, organizational decision-making, and the search for information used by organizations in the decision-making process. I provide support for this argument based on a study of the use of geographic information by public administrators and planners, as evidenced by the presence of maps, within the professional publications of the American Society for Public Administration and the American Institute of Certified Planners/American Planning Association.     

Winning the Hearts and Minds of Business Intelligence Users: The Role of Metadata

Business Intelligence (BI) applications are strategic decision support systems that are significantly underutilized in many organizations. We propose that adoption and use can be improved by designing BI applications that provide users with high-quality metadata (i.e. information about the meaning, quality, location, and lineage of decision support data). Metadata’s value is that it positively influences user attitudes towards data as measured by cognition and affect.     

Perceptions of strategic decision-making by crisis management teams during exercising: Establishing key dimensions

To survive and thrive in a crisis requires crisis management teams (CMTs) to make sound strategic decisions. This paper examines the perceptions of CMTs from a group of nonresponse organisations to identify dimensions of the strategic decision-making process during a crisis management exercise. The paper draws on data collected during a series of exercises with seven Australian government agencies and businesses. Using principal component analysis, this paper outlines four dimensions that are perceived to support strategic decision-making in this context—psychological safety, critical thinking, managing expectations and adaptive capability. Embedding these dimensions within key systems and processes can provide CMTs with the structure they need to effectively respond to a crisis and enhance organisational resilience.     

The impact of institutional forces on software metrics programs

Software metrics programs are an important part of a software organization's productivity and quality initiatives as precursors to process-based improvement programs. Like other innovative practices, the implementation of metrics programs is prone to influences from the greater institutional environment the organization exists in. In this paper, we study the influence of both external and internal institutional forces on the assimilation of metrics programs in software organizations. We use previous case-based research in software metrics programs as well as prior work in institutional theory in proposing a model of metrics implementation. The theoretical model is tested on data collected through a survey from 214 metrics managers in defense-related and commercial software organizations. Our results show that external institutions, such as customers and competitors, and internal institutions, such as managers, directly influence the extent to which organizations change their internal work-processes around metrics programs. Additionally, the adaptation of work-processes leads to increased use of metrics programs in decision-making within the organization. Our research informs managers about the importance of management support and institutions in metrics programs adaptation. In addition, managers may note that the continued use of metrics information in decision-making is contingent on adapting the organization's work-processes around the metrics program. Without these investments in metrics program adaptation, the true business value in implementing metrics and software process improvement is not realized.     

Conceptual modeling for the design of intelligent and emergent information systems

A key requirement to today's fast changing economic environment is the ability of organizations to adapt dynamically in an effective and efficient manner. Information and Communication Technologies play a crucially important role in addressing such adaptation requirements. The notion of `intelligent software' has emerged as a means by which enterprises can respond to changes in a reactive manner but also to explore, in a pro-active manner, possibilities for new business models. The development of such software systems demands analysis, design and implementation paradigms that recognize the need for `co-development' of these systems with enterprise goals, processes and capabilities. The work presented in this paper is motivated by this need and to this end it proposes a paradigm that recognizes co-development as a knowledge-based activity. The proposed solution is based on a multi-perspective modeling approach that involves (i) modeling key aspects of the enterprise, (ii) reasoning about design choices and (iii) supporting strategic decision-making through simulations. The utility of the approach is demonstrated though a case study in the field of marketing for a start-up company.     

Linking Business Processes and Information Systems Provision in a Dynamic Environment

This paper discusses decision and communication processes which link strategic activity in a business with information systems development activity. We develop a model which illustrates these processes as observed in one company (AXA Sun Life, Bristol HQ), but we suggest there may be generalizable features. We use Role Activity Diagrams as our diagramming method.In most organizations it is impractical to achieve a fully articulated business model and IS architecture. Organizations do try to make development (or acquisition) of information systems which will serve business needs as orderly as they can, in circumstances which are inherently complex and unstable. We suggest that the degree of regularity which is achieved in IS development within the business context comes not so much from following one overarching plan, as from a continuous process of adjustment, in which local short-term plans are weighed against current understanding of the business's key interests. What is needed to aid this process is a general framework of communication and decision making within which plans can be reviewed and modified in the light of changing circumstances. This paper presents an attempt to reveal and represent such a framework.