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Implementing Systems for Supporting Management Decisions

Concepts, methods and experiences

  • Book
  • © 1996

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Editors:
  1. Patrick Humphreys

    1. London School of Economics and Political Sciences, UK

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  2. Liam Bannon

    1. University of Limerick, Ireland

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  3. Andrew McCosh

    1. University of Edinburgh, Scotland

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  4. Piero Migliarese

    1. Politecnico di Milano, Italy

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  5. Jean-Charles Pomerol

    1. LAFORIA, Université Paris VI, France

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Part of the book series: IFIP Advances in Information and Communication Technology (IFIPAICT)

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Table of contents (24 chapters)

  1. Front Matter

    Pages i-x
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  2. Experimentation with Organisation Analyser, a tool for the study of decision making networks in organisations

    • Frédéric Adam
    Pages 1-20

  3. A software process for management software systems

    • Alfs T. Berztiss
    Pages 21-33

  4. A management decision support system for allocating housing loans

    • Marko Bohanec, Bojan Cestnik, Vladislav Rajkovič
    Pages 34-43

  5. Misuse and nonuse of Knowledge-Based Systems:The past experiences revisited

    • P. Brézillon, J.-Ch. Pomerol
    Pages 44-60

  6. The effective use of a decision support tool in the area of strategic marketing management

    • P. R. Burrell, Y. Duan, A. Boskovic
    Pages 61-73

  7. Information technology in hypointegrated organizations: communication support versus decision support

    • Tommaso Cariati, Gianpaolo Iazzolino, Anna Tancredi
    Pages 74-90

  8. Individual and organizational effectiveness: Perspectives on the impact of ESS in multinational organizations

    • Sven A. Carlsson, Dorothy E. Leidner, Joyce J. Elam
    Pages 91-107

  9. User-centered DSS design and implementation

    • Jean-Claude Courbon
    Pages 108-123

  10. Co-decision within Cooperative Processes: Analysis, Design and Implementation Issues

    • Giorgio De Michelis
    Pages 124-138

  11. Using the Internet to implement support for distributed decision making

    • A. R. Dennis, F. Quek, S. K. Pootheri
    Pages 139-159

  12. A DSS design method based on organizational change

    • Claudio Ferioli, Piero Migliarese
    Pages 160-181

  13. Change process implementation: a collective analysis and management procedure

    • E. Francardi, M. F. Norese
    Pages 182-194

  14. Are your business and your IT strategy in phase ?

    • P. J. Georges
    Pages 195-202

  15. Executive information systems development in Thailand

    • W. Jirachiefpattana, D. R. Arnott, P. A. O’Donnell
    Pages 203-224

  16. Business patterns: reusable abstract constructs for business specification

    • H. Kilov, I. D. Simmonds
    Pages 225-248

  17. System for Preparing Management Decisions: A Gas pipeline siting case study

    • O. I. Larichev, E. N. Andreyeva, M. Y. Sternin
    Pages 249-260

  18. Design and testing of a DSS to help reduce bias in judgemental forecasting

    • Michael Lawrence
    Pages 261-269

  19. Designing and implementing DSS with System Dynamics: Lessons learned from modeling a Global System of Mobile Communication (GSM) market

    • C. Loebbecke, T. X. Bui
    Pages 270-287

  20. Ethical imperatives in Decision Support Systems design

    • Andrew McCosh
    Pages 288-304
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Keywords

Editors and Affiliations

  • London School of Economics and Political Sciences, UK

    Patrick Humphreys

  • University of Limerick, Ireland

    Liam Bannon

  • University of Edinburgh, Scotland

    Andrew McCosh

  • Politecnico di Milano, Italy

    Piero Migliarese

  • LAFORIA, Université Paris VI, France

    Jean-Charles Pomerol

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