Decision-making has evolved recently thanks to the introduction of information and communication technologies in many organizations, which has led to new kinds of decision-making processes, called “collaborative decision-making”, at the organizational and cognitive levels. This book looks at the development of the decision-making process in organizations. Decision-aiding and its paradigm of problem solving are defined, showing how decision-makers now need to work in a cooperative way. Definitions of cooperation and associated concepts such as collaboration and coordination are given and a framework of cooperative decision support systems is presented, including intelligent DSS, cooperative knowledge-based systems, workflow, group support systems, collaborative engineering, integrating with a collaborative decision-making model in part or being part of global projects. Several models and experimental studies are also included showing that these new processes have to be supported by new types of tools, several of which are described in order to calculate or simulate solutions or global solutions for decision-making modification. Definitions and new trends for these models are given, along with types of systems. Contents 1. Alteration of Decision-Making Processes in Organizations. 2. New Decision-Making Processes. 3. The Need to Cooperate. 4. Cooperative Decision-Making. 5. Activity Support Systems. 6. Cooperative Decision Support Systems: CDSSS. About the Authors Pascale Zaraté is Professor at Toulouse 1 Capitole University, France. She conducts her research at the IRIT Laboratory and is the Editor-in-Chief of the International Journal of Decision Support Systems Technologies. She is co-chair of the European Working Group on DSS and has published several studies and books.

Although organizational decision-making can be very complex, the understanding of technology applications is significant in not only determining the usefulness of virtual groups in organizations, but also in the designing of electronic collaborative activities. Collaborative Communication Processes and Decision Making in Organizations focuses on the role of technology in organizational decision-making processes and activities, providing academics and management teams with current research in the field of virtual teams in organizations. This publication is an essential resource for instructors and students of organization and group communication, and institutions that have networks of offices and employees in multiple geographical locations.

Learn how to make decisions together, as a team, using the tools contained in this tool book. You'll learn why collaborative decision making is important and be provided with a process to follow and tools to use whether you're making strategic or nonstrategic decisions.

This publication presents the latest innovations and achievements of academic communities on Decision Support Systems (DSS). These advances include theory systems, computer-aided methods, algorithms, techniques and applications related to supporting decision making. The aim is to develop approaches for applying information systems technology to increase the effectiveness of decision making in situations where the computer system can support and enhance human judgements in the performance of tasks that have elements which cannot be specified in advance. Also it is intended to improve ways of synthesizing and applying relevant work from resource disciplines to practical implementation of systems that enhance decision support capability. The resource disciplines include: information technology, artificial intelligence, cognitive psychology, decision theory, organizational theory, operations research and modeling. Researchers come from the Operational Research area but also from Decision Theory, Multicriteria Decision Making methodologies, Fuzzy sets and modeling tools. Based on the introduction of Information and Communication Technologies in organizations, the decisional process is evolving from a mono actor to a multi actor situation in which cooperation is a way to make the decision.

Decisions impact stakeholders and building buy-in and commitment to those decisions best happens when decisions are made together. This Toolbook provides you with a structured collaborative process and tools that groups and teams can complete to make decisions together.

Two evolving dynamics are a feature of environmental decision making. First the movement to empower participants in developing and implementing solutions and second the use of models as tools to inform decisions within complex scenarios. The co-evolution of these dynamics aids stakeholders with different perspectives to understand the system in question. This study examined these movements focusing on the ways in which the decision to use computer models influenced the definition of the issue, the allocation of resources, the group structure and the decision process, by using qualitative methods (semi structured interviews) in two case studies from the Great Lakes system: Salmon Stocking in Lake Ontario (1992 - 1997) and Lake Ontario-Saint Lawrence River Study (2000 - 2007). This study found that the unilateral selection of a modeling framework constrains the decision process and an agreed definition of the issue sets for a smother process. The value of a model is not only reflected in its output but also in the process during its construction.