Towards a model for exploring the relationship between managerial decision problems and decision support opportunities

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dc.contributor.advisor Adam, Frederic en
dc.contributor.author Daly, Mary Frances
dc.date.accessioned 2016-08-05T11:05:37Z
dc.date.issued 2014
dc.date.submitted 2014
dc.identifier.citation Daly, M.F. 2014. Towards a model for exploring the relationship between managerial decision problems and decision support opportunities. PhD Thesis, University College Cork. en
dc.identifier.endpage 326 en
dc.identifier.uri http://hdl.handle.net/10468/2968
dc.description.abstract The organisational decision making environment is complex, and decision makers must deal with uncertainty and ambiguity on a continuous basis. Managing and handling decision problems and implementing a solution, requires an understanding of the complexity of the decision domain to the point where the problem and its complexity, as well as the requirements for supporting decision makers, can be described. Research in the Decision Support Systems domain has been extensive over the last thirty years with an emphasis on the development of further technology and better applications on the one hand, and on the other hand, a social approach focusing on understanding what decision making is about and how developers and users should interact. This research project considers a combined approach that endeavours to understand the thinking behind managers’ decision making, as well as their informational and decisional guidance and decision support requirements. This research utilises a cognitive framework, developed in 1985 by Humphreys and Berkeley that juxtaposes the mental processes and ideas of decision problem definition and problem solution that are developed in tandem through cognitive refinement of the problem, based on the analysis and judgement of the decision maker. The framework facilitates the separation of what is essentially a continuous process, into five distinct levels of abstraction of manager’s thinking, and suggests a structure for the underlying cognitive activities. Alter (2004) argues that decision support provides a richer basis than decision support systems, in both practice and research. The constituent literature on decision support, especially in regard to modern high profile systems, including Business Intelligence and Business analytics, can give the impression that all ‘smart’ organisations utilise decision support and data analytics capabilities for all of their key decision making activities. However this empirical investigation indicates a very different reality. en
dc.format.mimetype application/pdf en
dc.language.iso en en
dc.publisher University College Cork en
dc.rights © 2014, Mary Frances Daly. en
dc.rights.uri http://creativecommons.org/licenses/by-nc-nd/3.0/ en
dc.subject Decision making en
dc.subject Decision maker en
dc.subject Decision support systems en
dc.subject Business intelligence en
dc.subject Business analytics en
dc.subject Big data en
dc.subject Cognitive representation en
dc.title Towards a model for exploring the relationship between managerial decision problems and decision support opportunities en
dc.type Doctoral thesis en
dc.type.qualificationlevel Doctoral en
dc.type.qualificationname PHD (Business Information Systems) en
dc.internal.availability Full text available en
dc.description.version Accepted Version
dc.description.status Not peer reviewed en
dc.internal.school Business Information Systems en
dc.check.reason This thesis contains information that was provided in confidence en
dc.check.opt-out Not applicable en
dc.thesis.opt-out false
ucc.workflow.supervisor fadam@afis.ucc.ie
dc.internal.conferring Summer 2014 en


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