Artificial intelligence is coming

Information technology (IT) is evolving so rapidly it is difficult to distinguish the new from the traditional. Artificial intelligence (AI) is a good example of the rapidity of development and is particularly interesting for the way it knits so closely with management decision-making. Expert systems are, in fact, the very latest product which customise decision support systems, embodying the knowledge of experts.The European manager has a rich source of techniques and tools for IT, arising through collaboration, in the European Community's ESPRIT Programme in the years to come. But for the manager to make better use of his own information and knowledge needs and requirements and to really increase business performance, he will need more than just technology - he will need a single European Market.     

Organizational Computing as a Facilitator of Operational and Managerial Decision Making: An Exploratory Study of Managers' Perceptions*

Much of the current knowledge pertaining to information technology (IT) and decision making is based on decades old technologies that revolved around a central computing function and application-specific systems. The purpose of this research is to examine the IT decision-making relationship within the emerging organizational computing (OC) environment permeated by spontaneous utilization of both application-and nonapplication-specific computing and communication technologies. Specifically, this study seeks to explore managers' perceptions of the emerging OC environment as a facilitator of their decision-making activities. To achieve a higher level of clarity than previous works, a two-dimensional research framework is developed with the IT dimension consisting of computing and communication, and the decision-making dimension differentiated between operational and managerial decisions. A survey instrument was constructed that measured the computing and communication dimensions of information technology use and their perceived effects upon operational and managerial decisions. The major findings of the study confirmed that managers recognize the value of general, nonapplication-specific information technologies in decision making, and that this recognition is highly associated with how intensively these information technologies are used. Additionally, it was found that the two dimensions of IT differ in their relationships to decision making, and that IT usage relates to managerial decisions differently than operational decisions. These study findings have significant implication for practice and research, especially in the context of information resource management in which the primary purpose of the IS function is the delivery of general information service to users rather than the development of specific IS applications.     

首席信息官评估信息服务价值的行为与决策研究

本文是针对企业在IT投资决策过程中评估信息服务价值的理论和实证研究。首先通过发放问卷,调研了中国信息技术密集型企业IT投资的决策环境和首席信息官(Chief Information Officer,简称CIO)的风险态度。其次,在调研结论的基础上,利用贝叶斯决策理论,建立CIO评估外部信息服务价值的数学模型。实证调研表明,在IT投资决策过程中,大部分CIO属于风险中性。针对风险中性的决策者,本文分析了购买信息服务所规避损失或者增加收益的期望值,并与信息服务的费用进行比较,以帮助CIO做出是否购买信息服务和是否进行IT投资的决策。在应用案例中,对一家大型电子商务企业进行了实地调研,并对访谈资料和文档数据进行分析。应用案例的分析结果表明:本文的研究结论适用于中国信息技术密集型企业,能够提供相关决策的依据。     

Thematic elements underlying the delivery of services in high-contact public service encounters

Earlier research alludes to the fact that enhanced information and systems (IS/IT) functionalities coupled with a lower degree of interaction with customers, the so-called zero- touch, real- time, self-service enhance services engagement. In this article, utilising a series of thematic elements drawn from two exploratory case studies, the authors suggest that the real enhancement of service delivery and increase in customer satisfaction, especially in frontline public service encounters, are not necessarily achieved through infusions of IS/IT, but from the adoption of a service philosophy which allows such organisations to de-emphasise IS/IT and instead focus on significant organisational factors in the area of enhanced human interaction.     

碳税制度下企业产品升级及信息披露策略研究

在实行碳税制度的背景下,本文构建了包含两家制造商的双寡头模型,以其中一家制造商是否投资产品升级减排作为关键信息,分别研究信息不公开(模型1)和信息公开(模型2)时两家制造商的均衡定价与最优利润以及制造商产品升级的条件,并且进一步研究当制造商同时掌握技术决策权和信息披露权时选择四种不同决策方案的条件。理论结果表明,如果升级后单位实际生产成本变大,制造商选择不升级且不公开;如果升级后单位实际成本变小,当升级后利润增值大于固定成本投入时,制造商选择升级并不公开,反之,选择不升级并公开。无论升级前后单位实际成本大小关系如何,制造商都不会选择升级且公开信息。数值试验部分表明,当制造商同时掌握技术选择权和信息披露权时,碳税是驱动制造商进行升级减排的主要因素,随着碳税的提高,制造商会依次从不升级不公开,不升级公开到升级不公开做决策。当不升级的概率越大时,制造商会在较低的碳税点越早开始升级;当减排努力越大时,制造商会在较高的碳税点才开始升级。     

Engineering of a decision support system for underground coal mine planning and production scheduling

This paper reports on the development of a computer-based management information system at Datong Coal Company, the largest subsidiary of China National Coal Corporation. Particularly presented is the development methodology of a decision support system for underground coal mine planning and production scheduling, including an integration of computer graphics, database management, mathematical modelling and knowledge engineering techniques and a coupling of life cycle and prototyping software engineering processes to support systems quality assurance.     

具有风险传导特征的信息加工业务薪酬激励研究

企业员工通过对信息进行加工处理得到支持企业决策的信息产品,然而由于业务本身的风险传导性,前序环节的错误会随着业务流程向后传递,在为企业创造价值的同时,也为企业带来风险。基于委托代理理论,建立企业与员工之间产出相关的多代理人薪酬激励模型,得到9种情形下的薪酬激励方案及员工的最优决策。研究表明,有效的薪酬激励方法可以促使员工选择使企业净收益最大的努力水平,从而达到降低企业风险的目的,并通过算例得到部分因素对员工及企业决策的影响。     

基于犹豫模糊语言信息的前景决策方法

本文首先回顾了模糊信息下前景理论研究的现状,发现犹豫模糊语言这一决策中常见的信息表达形式在前景理论框架中的研究被忽略,同时犹豫模糊环境下的前景决策方法具有一定的应用背景;基于此,本文考虑到决策者在实际决策过程中惯用的信息表达以及面对收益和损失时不同的风险态度,试图在犹豫模糊语言环境下构造新的前景理论决策框架,建立基于犹豫模糊语言信息的前景决策方法,并给出具体的决策步骤;最后通过算例分析展示了该方法的实际应用过程,并与犹豫模糊语言环境下的期望效用决策结果进行对比,说明了该方法更符合实际决策情景。     

Collaborative Product Development: The Effect of Project Complexity on the Use of Information Technology Tools and New Product Development Practices

Collaboration is an essential element of new product development (NPD). This research examines the associations between four types of information technology (IT) tools and NPD collaboration. The relationships between NPD practices and NPD collaboration are also examined. Drawing on organizational information processing theory, we propose that the relationships between IT tools and NPD collaboration will be moderated differently by three project complexity dimensions, namely, product size, project novelty, and task interdependence, due to the differing nature of information processing necessitated by each project complexity dimension. Likewise, the moderation effects of the project complexity dimensions on the relationship between NPD practices and NPD collaboration will also be different. We test our hypotheses using data from a sample of NPD projects in three manufacturing industries. We find that IT tools are associated with collaboration to a greater extent when product size is relatively large. In contrast, IT tools exhibit a smaller association with collaboration when project novelty or task interdependence is relatively high. NPD practices are found to be more significantly associated with NPD collaboration under the contingency of high project novelty or high task interdependence. The findings provide insights about circumstances where several popular IT tools are more likely to facilitate collaboration, thus informing an NPD team's IT adoption and use decisions.     

基于OWG算子的不同形式偏好信息 的群决策方法

具有不同形式偏好信息的群决策是决策分析及群决策支持系统研究的一个新课题,它对 于进一步提高群决策支持系统的实用性和灵活性方面具有重要意义. 针对这类群决策分析,提 出了一种具有效用值、序关系值、模糊互补判断矩阵、互反判断矩阵等4 种形式偏好信息的群 决策方法. 在该方法中,首先给出了将不同形式的偏好信息均转化为互反判断矩阵形式的计算 公式;然后基于OWG算子将各决策者的偏好信息集结为群的偏好并进行方案的优选;最后给 出了一个算例.     

信息技术资源和信息技术能力的互补性及其绩效影响

信息技术资源和信息技术能力之间的关系是明确信息技术价值实现机理的基础。本文基于资源基础理论、竞争战略理论和核心能力理论,构建了信息技术资源、信息技术能力、信息系统支持企业竞争战略、信息系统支持企业核心能力和企业绩效之间关系的理论模型,研究信息技术资源和信息技术能力在信息技术价值实现过程中的互补性以及其对企业绩效的影响机理。利用层次回归分析方法对296份中国企业的实际调查数据进行了数据分析和模型拟合。研究结果表明信息技术资源和信息技术能力在信息技术价值实现过程中具有互补性,而且两者之间的互补性通过信息系统支持企业竞争战略和信息系统支持企业核心能力等中介变量间接影响企业绩效。     

德鲁克论21世纪管理挑战——信息挑战

彼得·德鲁克在其新著中解释,一个新信息革命正在进行中,它将彻底改变信息对企业和个人的意义。它不是技术革命,而是概念革命。至今,信息技术集中在数据,聚焦在“IT”中的“T”;新信息革命聚焦在“I”。 德鲁克论述了15世纪印刷技术的历史教训,对比了传统成本会计与基于活动的成本核算,说明企业需要的信息,具体提出了管理现行企业所需要的四套诊断工具与战略所要求的外部信息,明确了主观人员工作所需的信息观念,其形成必须由主管提出两个问题开始“我给什么?”“我要什么?”然后论述了组织信息问题,提出若干方法学概念。德鲁克敦促企业与个人必须学会组织信息作为它们的关键性资源,以迎接21世纪的管理挑战。     

MedDigital trends and tactics to lead into the future

Physician executives need to harness appropriate digital technology by understanding key trends and implementing best tactics. Being and doing MedDigital means taking back control and improving care--and, at the same time, improving efficiencies and the bottom line. This article presents seven e-trends that are shaping health care: (1) Consumers and patients are pushing doctors to go digital; (2) from Web health information to MedDigital decision support; (3) beyond managed care to custom health; (4) wireless is the way of the new world; (5) Passive web portals yield to digital destinations; (6) e-commerce means lower transaction cost; and (7) develop e-health care ROI methodologies and track results. The authors provide myriad examples of new technology that will revolutionize health care and provide both physicians and consumers with valuable interactive tools to enhance health, treatment, and decision-making.     

Selecting IT applications in manufacturing: a KBS approach

The use of the right type of Information Technology (IT) applications or manufacturing systems is expected to usher in a competitive advantage. Selection of the right type of IT application is, however, a challenging task. When a company, with a given dominant process structure, emphasizes two or more competitive priorities, such as quality, product flexibility, etc., an unaided manager faces a complex decision problem in choosing from alternative IT applications available in the areas of product design through distribution. In this paper, we present a Knowledge Based System (KBS) that would assist managers with the identification of IT applications that are consistent with both the competitive priorities and the process structure. Validation of the system illustrates that its performance is consistent with the human experts, and it has the potential to facilitate effective and swift decision-making in the selection of appropriate IT applications that best match an organization's manufacturing strategy.     

Promoting Transparency of Long-Term Environmental Decisions: The Hanford Decision Mapping System Pilot Project

Nuclear waste cleanup is a challenging and complex problem that requires both scientific analysis and dialogue among a variety of stakeholders. This article describes an effort to develop an online information system that supports this analytic-deliberative dialogue by integrating cleanup information for the Hanford Site, and making it more "transparent." A framework for understanding and evaluating transparency guided system development. Working directly with stakeholders, we identified information needs and developed new ways to organize and present the information so that it would be more transparent to interested parties, with the ultimate aim of fostering greater participation in decision dialogues and processes. The complexity of the information needed for dialogue suggested that several types of communication devices ("information structures") were warranted. Five information structures were developed for the pilot Decision Mapping System (http://nalu.geog.washington.edu/dms). Decision maps hyperlinked decision information to maps of Hanford. Background Information provided context in a narrative format. Decision Paths organized decision process information on a timeline and provided direct hyperlinks to online documentation. The Geographic Library hyperlinked decision documents to maps. Finally, a Discussion Forum allowed users to make comments and view remarks from others. Early lessons from this work suggest that transparency is integral to long-term management, a participatory design process contributed greatly to its perceived success, and better data integration to support decision making is needed. This work has broad implications for risk communicators and risk managers because it speaks to the design of information systems to support "analytic-deliberative" decision processes (i.e., those that rely upon both risk science and public dialogue).     

Mexican and Swedish Managers' Perceptions of the Impact of EIS on Organizational Intelligence,Decision Making,and Structure*

Although information technologies in business organizations around the world may be very similar, the meanings conveyed through the technologies may be dependent on managerial values and national culture. Cultural differences need to be understood before information technology developed for organizations in one country can be effectively implemented in organizations in another country. Drawing on survey responses from managers using Executive Information Systems (EIS) across many organizations in Mexico, Sweden, and the United States, the current study examined whether cultural differences influence perceptions of the relationship between Executive Information Systems' use and various outcomes related to decision-making behaviors and processes. The study found significant differences, predicted by cultural factors, in the impact of EIS use on senior management decision making. The findings confirm the notion that IT is used by executives to reinforce the decision-making behaviors valued in their culture.     

基于CI-TOPSIS的梯形直觉模糊多准则群决策分类方法

模糊群决策分类方法广泛应用于政治、经济与社会生活各个领域,可有效避免个人知识与经验局限性所导致的决策失误。针对信息不完备的多准则群决策问题,提出基于CI-TOPSIS的梯形直觉模糊多准则群决策分类方法。首先,给出梯形直觉模糊集及广义梯形直觉模糊几何聚类算子,兼顾考虑群决策中相应依赖属性与决策者的决策偏好。其次,给出基于离散Choquet积分的TOPSIS算子（CI-TOPSIS）,以此为基础,进一步给出基于CI-TOPSIS的梯形直觉模糊多准则群决策分类步骤,用于确定具有最大可信度群体一致案例比较信息集,并逐步引导决策者给出部分及全部方案的精确分类,充分考虑模糊决策环境下决策者偏好与案例比较信息的级别关系。最后,通过一个投资决策实例对所提出的多准则分类方法进行验证。实例分析表明：该方法克服了决策过程中信息的遗漏,充分保留了决策过程中信息的完备性,更适用于直觉模糊群决策环境下的决策实践,是一种非常有效和科学的方法,可应用推广到更多决策领域。本文所得结论,对于有效解决多人多投资方案的群决策问题,具有一定的借鉴意义。     

Examining the Antecedents and Consequences of CIO Strategic Decision‐Making Authority: An Empirical Study*

Despite the strategic importance of information technology (IT) to contemporary firms, chief information officers (CIO) often still have varying degrees of strategic decision‐making authority. In this study, we apply the theory of managerial discretion to define CIO strategic decision‐making authority and argue that the CIO's level of strategic decision‐making authority directly influences IT's contribution to organization performance. We also draw on the power and politics perspective in the strategic decision‐making literature to identify the direct antecedents to the CIO's strategic decision‐making authority. A theoretical model is presented and empirically tested using survey data collected from a cross‐industry sample of 174 matched pairs of CIOs and top business executives through structural equation modeling. The results suggest that organizational climate, organizational support for IT, the CIO's structural power, the CIO's level of strategic effectiveness, and a strong partnership between the CIO and top management team directly influence the CIO's level of strategic decision‐making authority within the organization. The results also suggest that the CIO's strategic decision‐making authority in the organization directly influences the contribution of IT to firm performance and that effective CIOs have a greater influence on IT's contribution when provided with strategic decision‐making authority.     

Bringing IT Back: An Analysis of the Decision to Backsource or Switch Vendors

Whereas the decision to outsource information systems (IS) has been an important focus in IS research and practice, the decision to switch vendors or to backsource has received little attention. Evidence suggests that in practice, however, the decision to backsource or to switch vendors is becoming increasingly common as firms vie for ways to continue to cut information technology (IT) costs and improve IT service levels. This research specifically examines the factors associated with the decision to backsource or to switch vendors. Based on a sample of 160 IT managers involved with application development, we compare and contrast the perceptions of those who switched vendors, backsourced, or continued in an outsourcing relationship for application development. Our findings suggest that product quality, service quality, relationship quality, and switching costs are related to the decision to backsource application outsourcing. However, service and product quality did not influence the decision to switch vendors. Rather, firms that made the decision to switch vendors reported high levels of service and product quality but low levels of relationship quality and switching costs.