Supporting strategic decisions : requirments, approach and application
|Authors||Kersten, Gregory E.
|Source||Proceedings of the Third International Conference on Decision Support Systems, Hong Kong, Hong Kong University of Science and Technology, Hong Kong, 22-23 June 1995, p. 329-345|
|Summary||Decison Support Systems for strategic decision making are based on the choice paradigms of rationality and bounded rationality. Strategic decisions integrate normative and descriptive approaches; they involve conflict; and they are made within given cognitive limitations. A DSS can be used effectively if it enables problem segmentation and cycling through the segments. It should also be adaptable to the existing decision making routines, and flexible enough to allow a varied view of rationality and analytic and holistic viewpoints. A prototype of such a DSS is discussed in this paper. It is based on an actual strategic decision on foreign investment, made by an oil company. The paper discusses a Negoplan implementation of the oil company's decision problem, and experiments with this implementation.|
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