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Journal articles on the topic 'Decision Support and Group Support Systems'

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Published: 4 June 2021
Last updated: 19 February 2023

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1

Nour, Mohamed A., and David (Chi-Chung) Yen. "Group decision support systems." Information & Management 23, no. 2 (August 1992): 55–64. http://dx.doi.org/10.1016/0378-7206(92)90008-4.

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2

Gray, Paul. "Group decision support systems." Decision Support Systems 3, no. 3 (September 1987): 233–42. http://dx.doi.org/10.1016/0167-9236(87)90178-3.

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3

POOLE, MARSHALL SCOTT, MICHAEL HOLMES, RICHARD WATSON, and GERARDINE DeSANCTIS. "Group Decision Support Systems and Group Communication." Communication Research 20, no. 2 (April 1993): 176–213. http://dx.doi.org/10.1177/009365093020002002.

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4

Kersten, Gregory E. "NEGO — Group decision support system." Information & Management 8, no. 5 (May 1985): 237–46. http://dx.doi.org/10.1016/0378-7206(85)90001-1.

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5

McGrath, Michael Robert. "Strategic decision making and group decision support systems." New Directions for Institutional Research 1986, no. 49 (1986): 65–73. http://dx.doi.org/10.1002/ir.37019864907.

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6

Neacşa, Marin, George Adîr, and Victor Adir. "Group Decision Support Systems and Product Lifecycle Management in Robotics." Applied Mechanics and Materials 555 (June 2014): 799–804. http://dx.doi.org/10.4028/www.scientific.net/amm.555.799.

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The paper underlines the importance of the support systems for groups decisions in the decisional process of an organization, when a great number of decision-makers are working together to solve with maximum efficiency the problems appeared in different projects of the organization. A greater volume of information allows better statistical predictions, necessary in the adoption of decisions. We present a method that could solve different problems in many projects, based on the decision theory in risk and uncertainty conditions.
7

Aiken, Milam W., Olivia R. Liu Sheng, and Douglas R. Vogel. "Integrating expert systems with group decision support systems." ACM Transactions on Information Systems 9, no. 1 (January 3, 1991): 75–95. http://dx.doi.org/10.1145/103731.103735.

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8

Aiken, Milam, Jeanette Martin, Mahesh Vanjani, and Randall Sexton. "Group Decision Support Systems in Higher Education." Journal of Educational Technology Systems 23, no. 1 (September 1994): 3–12. http://dx.doi.org/10.2190/7ehf-dbhv-c5g1-q3fe.

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A Group Decision Support System (GDSS) can be an effective tool in teaching groups of college students. This article describes a typical GDSS in use at the University of Mississippi and shows how the system can be used in teaching at the college level. A GDSS can enhance communication and learning in seminar, foreign language, and hearing-impaired classes. Teachers may interactively test their students with a GDSS and can present a lecture through the system. Moderate to large groups involved in exchanging comments or preferences experience more efficient and effective communication along with greater group satisfaction when using the system.
9

Nehmer, Robert A. "Communicative Action In Group Decision Support Systems." Review of Business Information Systems (RBIS) 7, no. 1 (January 1, 2003): 73–88. http://dx.doi.org/10.19030/rbis.v7i1.4544.

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10

Bui, Tung, and Matthias Jarke. "Communications Requirements for Group Decision Support Systems." Journal of Management Information Systems 2, no. 4 (March 1986): 8–20. http://dx.doi.org/10.1080/07421222.1986.11517743.

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11

Buckley, Scott R., and David (Chi‐Chung) Yen. "Group decision support systems: Concerns for success." Information Society 7, no. 2 (June 1990): 109–23. http://dx.doi.org/10.1080/01972243.1990.9960089.

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12

Rees, J., and G. J. Koehler. "Modeling Search in Group Decision Support Systems." IEEE Transactions on Systems, Man and Cybernetics, Part C (Applications and Reviews) 34, no. 3 (August 2004): 237–44. http://dx.doi.org/10.1109/tsmcc.2004.829307.

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13

Aiken, Milam, Steve Strombeck, and Joyce Morrison. "Group Decision Support Systems in the Classroom." Computers in the Schools 11, no. 3 (November 20, 1995): 73–78. http://dx.doi.org/10.1300/j025v11n03_08.

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14

Shirani, Ashraf, Milam Aiken, and Joseph G. P. Paolillo. "Group decision support systems and incentive structures." Information & Management 33, no. 5 (May 1998): 231–40. http://dx.doi.org/10.1016/s0378-7206(98)00029-9.

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15

Finlay, Paul, and Chris Marples. "A review of Group Decision Support Systems." OR Insight 4, no. 4 (October 1991): 3–7. http://dx.doi.org/10.1057/ori.1991.25.

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16

Fan, Shi Chao, Qi Ping Shen, and Xiaochun Luo. "Group decision support systems in value management." Construction Management and Economics 28, no. 8 (August 2010): 827–38. http://dx.doi.org/10.1080/01446191003758171.

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17

Aiken, Milam, Delvin Hawley, and John Seydel. "Competitive intelligence through group decision support systems." Competitive Intelligence Review 6, no. 2 (1995): 62–66. http://dx.doi.org/10.1002/cir.3880060212.

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18

Sinclair-Desgagne, Bernard. "Group decision support systems implement Bayesian rationality." European Journal of Operational Research 47, no. 1 (July 1990): 29–34. http://dx.doi.org/10.1016/0377-2217(90)90086-q.

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19

Bui, Tung X., Tawfik M. Jelassi, and Melvin F. Shakun. "Group Decision and Negotiation Support Systems (GDNSS)." European Journal of Operational Research 46, no. 2 (May 1990): 141–42. http://dx.doi.org/10.1016/0377-2217(90)90127-w.

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20

Hamdani, Nesrine, and Djamila Hamdadou. "A Multicriteria Group Decision Support System." International Journal of Information Technology and Web Engineering 14, no. 2 (April 2019): 1–26. http://dx.doi.org/10.4018/ijitwe.2019040101.

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In the present study, the authors propose a group decision support system (Web-GDSS), which allows multi-agents systems and multicriteria analysis systems to help decision-makers in order to obtain a collective decision, using web services. The proposed system operates on two main stages. First, decision-makers are in a different location away from each other. They must store their location in databases and invoke the appropriate web service. Second, in the case of negotiation between decision-makers, monotonic concession protocol will lead to an agreement using CONDORCET and BORDA voting methods.
21

Hatcher, Myron E. "Group decision support systems: decision process, time and space." Decision Support Systems 8, no. 2 (April 1992): 83–84. http://dx.doi.org/10.1016/0167-9236(92)90001-6.

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22

Rees, Jackie, and Gary J. Koehler. "Leadership and group search in group decision support systems." Decision Support Systems 30, no. 1 (December 2000): 73–82. http://dx.doi.org/10.1016/s0167-9236(00)00090-7.

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23

Reisman, Sorel, Thomas W. Johnson, and Bronston T. Mayes. "Group decision program A videodisc-based group decision support system." Decision Support Systems 8, no. 2 (April 1992): 169–80. http://dx.doi.org/10.1016/0167-9236(92)90007-c.

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24

Rao, G. R., and M. Turoff. "A hypermedia-based group decision support system to support collaborative medical decision-making." Decision Support Systems 30, no. 2 (December 2000): 187–216. http://dx.doi.org/10.1016/s0167-9236(00)00096-8.

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25

Sheng, Yu Kui, and Wan Lian Lan. "Research on Integrated Logistics Based on Group Decision Support Systems." Advanced Materials Research 271-273 (July 2011): 734–37. http://dx.doi.org/10.4028/www.scientific.net/amr.271-273.734.

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Integrated logistics is the systematic logistics. It views many logistics activities as a whole. Integrated logistics is widely used in enterprise. The decentralized decisions of logistics can be coordinated by Decision Support Systems. Decision Support Systems support integrated logistics and it can improve flexibility to make right decision instantly.
26

Eisa, Mohamed. "Improving Group Decision Support Systems using Rough Set." International Journal of Computer Applications 69, no. 2 (May 17, 2013): 9–13. http://dx.doi.org/10.5120/11812-7473.

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27

Aiken, Milam, and Jeanette Martin. "Enhancing Business Communication with Group Decision Support Systems." Bulletin of the Association for Business Communication 57, no. 3 (September 1994): 24–26. http://dx.doi.org/10.1177/108056999405700307.

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28

Wang, Huaiqing. "Knowledge level analysis of group decision support systems." Expert Systems with Applications 13, no. 2 (August 1997): 155–62. http://dx.doi.org/10.1016/s0957-4174(97)00016-x.

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29

Gavish, B., and J. H. Gerdes. "Anonymous mechanisms in group decision support systems communication." Decision Support Systems 23, no. 4 (October 1998): 297–328. http://dx.doi.org/10.1016/s0167-9236(98)00057-8.

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30

Gray, Paul, and Lorne Olfman. "The user interface in group decision support systems." Decision Support Systems 5, no. 2 (June 1989): 119–37. http://dx.doi.org/10.1016/0167-9236(89)90002-x.

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31

Vickers, Brent. "Designing layered functionality within group decision support systems." Decision Support Systems 11, no. 1 (January 1994): 83–99. http://dx.doi.org/10.1016/0167-9236(94)90068-x.

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32

Postmes, Tom, and Martin Lea. "Social processes and group decision making: anonymity in group decision support systems." Ergonomics 43, no. 8 (August 2000): 1252–74. http://dx.doi.org/10.1080/00140130050084978.

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33

Lee, Hyun-Ku, and Hangjung Zo. "Assimilation of military group decision support systems in Korea." Information Development 33, no. 1 (July 9, 2016): 14–28. http://dx.doi.org/10.1177/0266666916628316.

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The successful assimilation of group decision support systems (GDSS) in the Command, Control, Communications, Computers, and Intelligence (C4I) systems of military organizations is critical for making fast and accurate modern military operations decisions. This study empirically examines factors affecting military group decision support systems’ (MGDSS) assimilation and the mediating effect of structural appropriation in the Korean Army in a technology-organization-environment (TOE) framework. Two hundred and forty-eight users or former users of the Army Tactical Command Information System (ATCIS) participated in the survey and a partial least squares (PLS) analysis was used to analyze the data. The results found that institutional pressure (IP) has the strongest effect on structural appropriation, followed by IT infrastructure (ITI) and top management support (TMS). Structural appropriation plays a significant mediating part between the TOE factors and MGDSS assimilation. The results provide implications and contribute valuable insights for military organizations’ successful assimilation of MGDSS.
34

Shaw, Michael J., and Mark S. Fox. "Distributed artificial intelligence for group decision support." Decision Support Systems 9, no. 4 (June 1993): 349–67. http://dx.doi.org/10.1016/0167-9236(93)90046-6.

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35

Turban, Efraim, Duanning Zhou, and Jian Ma. "A group decision support approach to evaluating journals." Information & Management 42, no. 1 (December 2004): 31–44. http://dx.doi.org/10.1016/j.im.2003.12.003.

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36

Lewandowski, Andrzej. "SCDAS — Decision support system for group decision making: Decision theoretic framework." Decision Support Systems 5, no. 4 (December 1989): 403–23. http://dx.doi.org/10.1016/0167-9236(89)90019-5.

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37

Wang, Huaiqing. "Intelligent agent-assisted decision support systems: Integration of knowledge discovery, knowledge analysis, and group decision support." Expert Systems with Applications 12, no. 3 (April 1997): 323–35. http://dx.doi.org/10.1016/s0957-4174(96)00103-0.

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38

Aiken, Milam, and Chittibabu Govindarajulu. "Knowledge-Based Information Retrieval for Group Decision Support Systems." Journal of Database Management 5, no. 1 (January 1994): 31–35. http://dx.doi.org/10.4018/jdm.1994010103.

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39

Matsatsinis, Nikolaos F., and Andreas P. Samaras. "MCDA and preference disaggregation in group decision support systems." European Journal of Operational Research 130, no. 2 (April 2001): 414–29. http://dx.doi.org/10.1016/s0377-2217(00)00038-2.

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40

Cordell, Victor V. "Application of Group Decision Support Systems in Marketing Education." Journal of Marketing Education 18, no. 1 (March 1996): 60–70. http://dx.doi.org/10.1177/027347539601800108.

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A group decision support system (GDSS) exercise employing the GE Matrix for international market evaluation was conducted with an Executive M.B.A. class. A postexercise survey of subjects indicated support for using this technology to elicit ideas and evaluations from groups. This technology is recommended for marketing class exercises and group projects.
41

Migliarese, Piero, and Emilio Paolucci. "Cooperation support through the use of group decision systems." Journal of Organizational Computing 3, no. 2 (January 1993): 215–43. http://dx.doi.org/10.1080/10919399309540201.

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42

Heintz, Timothy J. "An object-oriented architecture for group decision support systems." Group Decision and Negotiation 2, no. 1 (March 1993): 5–25. http://dx.doi.org/10.1007/bf01384401.

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43

Sutherland, David, and Robert Crosslin. "Group decision support systems: Factors in a software implementation." Information & Management 16, no. 2 (February 1989): 93–103. http://dx.doi.org/10.1016/0378-7206(81)90075-6.

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44

Jelassi, M. Tawfik, and Renée A. Beauclair. "An integrated framework for group decision support systems design." Information & Management 13, no. 3 (October 1987): 143–53. http://dx.doi.org/10.1016/0378-7206(87)90022-x.

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45

Chen, Shyi-Ming, Li-Wei Lee, Szu-Wei Yang, and Tian-Wei Sheu. "Adaptive consensus support model for group decision making systems." Expert Systems with Applications 39, no. 16 (November 2012): 12580–88. http://dx.doi.org/10.1016/j.eswa.2012.05.026.

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46

Audsley, E. "Decision Support Systems for Profitable Livestock Production." Journal of Agricultural Science 121, no. 1 (August 1993): 131–34. http://dx.doi.org/10.1017/s0021859600076887.

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The Agricultural and Related Industries Study Group of the Operational Research Society held a one-day meeting on ‘Decision Support Systems for Profitable Livestock Production’ on 18 November 1992 at the Meat and Livestock Commission, Milton Keynes, UK. The Group promotes the use of the scientific method in solving management problems. The aim of the meeting was to look at the contribution of advances in modelling towards improving management and hence profitability in livestock production. The first four papers concerned feeding and the remaining two breeding. A large part of the discussion could perhaps best be summed up by the regression equation which related dry matter intake and waste output from a cow. When the output was zero, the intake was reduced by 50%!
47

Pollock, Clare, and Andrew Kanachowski. "Application of theories of decision making to group decision support systems (GDSS)." International Journal of Human-Computer Interaction 5, no. 1 (January 1993): 71–94. http://dx.doi.org/10.1080/10447319309526056.

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48

Floyd Lewis, L., and Ken S. Keleman. "Issues in Group Decision Support System (GDSS) design." Journal of Information Science 14, no. 6 (December 1988): 347–54. http://dx.doi.org/10.1177/016555158801400605.

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49

Pyrko, Igor, Colin Eden, and Susan Howick. "Knowledge Acquisition Using Group Support Systems." Group Decision and Negotiation 28, no. 2 (February 18, 2019): 233–53. http://dx.doi.org/10.1007/s10726-019-09614-9.

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50

Nopachai, Suvit, and Sherry Perdue Casali. "The Impact of Group Decision Support Systems on Group Consensus Processes and Outcomes." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 38, no. 4 (October 1994): 215–19. http://dx.doi.org/10.1177/154193129403800406.

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An experiment was conducted to examine how the use of a group decision support system (GDSS) influences the formation of group consensus. In a task requiring group members to jointly prioritize a list of items, 12 groups of eight members each were randomly assigned to one of three experimental conditions involving different levels of technological meeting support: (1) a group decision support system, (2) a manual counterpart to the structure imposed by the GDSS, and (3) no structured support. Measures of group consensus and perceived consensus, decision quality and perceived decision quality, and perceived opportunity to express views were made. The results revealed that the measures of consensus, decision quality and perceived decision quality, and perceived opportunity to express views were all similar across the three levels of technology investigated. Only perceived consensus was found to vary across conditions. The practical implications of these results are discussed.
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