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Decision Support An Examination of the DSS Discipline

:	David Schuff, David Paradice, Frada Burstein, Daniel J. Power, Ramesh Sharda
:	David Schuff, David Paradice, Frada Burstein, Daniel J. Power, Ramesh Sharda
:	Decision Support An Examination of the DSS Discipline
:	Springer-Verlag
:	9781441961815
:	1
:	CHF 47.50
:

:	Allgemeines, Lexika
:	English

:	224
:	Wasserzeichen/DRM
:	PC/MAC/eReader/Tablet
:	PDF

This volume ofAnnals of Information Systemswill acknowledge the twentieth anniversary of the founding of the International Society for Decision Support Systems (ISDSS) by documenting some of the current best practices in teaching and research and envisioning the next twenty years in the decision support systems field. The volume is intended to complement existing DSS literature by offering an outlet for thoughts and research particularly suited to the theme of describing the next twenty years in the area of decision support.

Several subthemes are planned for the volume. One subtheme draws on the assessments of internationally known DSS researchers to evaluate where the field has been and what has been accomplished. A second subtheme of the volume will be describing the current best practices of DSS research and teaching efforts. A third subtheme will be an assessment by top DSS scholars on where the DSS discipline needs to focus in the future. The tone of this volume is one of enthusiasm for the potential contributions to come in the area of DSS; contributions that must incorporate an understanding of what has been accomplished in the past, build on the best practices of today, and be be integrated into future decision making practices.

The primary questions raised by this volume are:

What will information systems-based decision support entail in twenty years?

What research is needed to realize the envisioned future of information systems-based decision support?

Ho will the teaching of information systems-based decision support change over the next twenty years?

What are the best practices of teaching in the decision support area that can be leveraged to best disseminate DSS knowledge advances to students and practitioners?

	Preface	5
	Contents	9
	Contributors	11
	About the Authors	13
	1 GDSS Past, Present, and Future	21
	1.1 Introduction	21
	1.2 Overview of GDSS by Paul Gray	21
	1.2.1 The Forerunner	22
	1.2.2 The Churchill War Room	23
	1.2.3 Engelbart's Decision Room at SRI (ca. 1967)	24
	1.2.4 University of Southern California (USC)	25
	1.2.5 Southern Methodist University (SMU)	25
	1.2.6 Claremont Graduate University	25
	1.2.7 Other Rooms	26
	1.3 The Role of Leaders in GDSS by Bob Johansen	27
	1.4 Global Teams by Jay Nunamaker	30
	1.4.1 Collaboration	30
	1.4.2 Challenges Facing Global Virtual Teams	31
	1.4.3 Trade-Offs	32
	1.4.4 Effective Collaboration	33
	1.4.5 Conclusions	33
	1.5 The Entrepreneurial View by Gerald R. Wagner	34
	1.5.1 The Planning Laboratory	35
	1.5.2 Next Version	35
	1.5.3 Vision Quest, Web IQ	36
	1.5.4 Reincarnation of IFPS	37
	1.5.5 Concluding Thoughts	37
	1.6 Telepresence by Jeff Rodman	38
	1.6.1 Definition	38
	1.6.2 What Is in This Section	39
	1.6.3 Telepresence Drivers, 2010--2030	39
	1.6.4 The Telepresence Vision	40
	1.6.5 Technical Enablers	42
	1.6.6 Summary	44
	2 Reflections on the Past and Future of Decision Support Systems: Perspective of Eleven Pioneers	45
	2.1 Introduction	45
	2.2 DSS Research and Development Timeline	46
	2.3 Reflections on Decision Support Pioneers Research Project	49
	2.4 Reflections of DSS Pioneers	50
	2.4.1 Major Conclusions from Experiences with Computerized DSS	51
	2.4.2 Continuing Issues Associated with Decision Support	54
	2.5 Conclusions	62
	Appendix: Brief Biographies of Interviewees	64
	References	66
	Further Readings	68
	3 The Intellectual Structure of Decision Support Systems Research (1991-2004)	69
	3.1 Introduction	69
	3.2 Background	70
	3.3 Data	71
	3.4 Research Methodology	72
	3.5 Results of Multivariate Analysis	73
	3.6 Results of Multi-dimensional Scaling Analysis	80
	3.7 Limitations	82
	3.8 Conclusions	82
	References	83
	4 Ethical Decision-Making and Implications for Decision Support	89
	4.1 Introduction	89
	4.2 Background	89
	4.2.1 The Ethical Decision-Making Process: A Jones Perspective	91
	4.3 Measuring Ethical Decision-Making Components	94
	4.3.1 Recognition of a Moral Issue	94
	4.3.2 Make a Moral Judgment	95
	4.3.3 Establish a Moral Intent	96
	4.3.4 Engage in Moral Behavior	96
	4.3.5 Moral Intensity and Other Factors	97
	4.3.6 Measuring Ethical Decision Processes	97
	4.4 Decision Support Considerations	99
	References	100
	5 Web and Mobile Spatial Decision Support as Innovations: Comparison of United States and Hong Kong, China	103
	5.1 Introduction	103
	5.1.1 Background	103
	5.1.2 Issues, Controversies, Problems	105
	5.2 Theories of Adoption and Diffusion	106
	5.3 Research Propositions	109
	5.3.1 There Are Significant Advantages to the Web and Mobile SDS over the Traditional SDS Approach	109
	5.3.2 The WMSDS Innovation Helps the Organization Competitively	110
	5.3.3 The Organization Can Adjust Well to the Innovation of WMSDS	110
	5.3.4 The Innovation Is User-Friendly for Customers and Internal Users	110
	5.3.5 In Development, the WMSDS Innovation Is Prototyped or Piloted in Small Segments	111
	5.3.6 The WMSDS Innovation Is Visible Within and Outside the Organization	111
	5.3.7 WMSDS Differs in Its Innovation Features Between the US and Hong Kong	111
	5.4 Methodology	112
	5.4.1 Case Studies	112
	5.5 Findings	112
	5.5.1 Decision Support	113
	5.5.2 Findings on Differences Between US WMSDS and Hong Kong WMSDS for the Case Organizations	113
	5.5.2.1 Difference in Systems Development of Web-Based SDS	121
	5.5.2.2 Difference in WMSDS Application Areas	121
	5.5.2.3 3-D Applications	122
	5.6 Outcomes for the Research Propositions	123
	5.6.1 There Are Significant Advantages to the Web and Mobile SDS Over the Old Approach?	123
	5.6.2 WMSDS Innovation Helps the Organization Competitively	124
	5.6.3 The Organization Can Adjust Well to the Innovation of WMSDS	124
	5.6.4 The Innovation Is User-Friendly for Customers and Internal Users	124
	5.6.5 In Development, the WMSDS Innovation Is Prototyped or Piloted in Small Segments	124
	5.6.6 The WMSDS Innovation Is Visible Within and Outside the Organization?	125
	5.6.7 WMSDS Differs in Its Innovation Features Between the US and Hong Kong	125
	5.7 Case Findings and the Usefulness of the Research Models of Adoption and Use	126
	5.8 Future Trends	127
	5.8.1 Technology and Data	127
	5.9 Conclusion	129
	References	129
	6 Knowledge Management Capability in Education	132
	6.1 Introduction	132
	6.2 Educational Background	133
	6.3 Knowledge Management Capability Background	134
	6.3.1 Defining Knowledge	134
	6.3.2 Knowledge Processes	135
	6.3.3 Knowledge Management Capability Constructs	136
	6.3.4 Knowledge Management Capability Model	137
	6.4 Expanding K