Configurable e-negotiation systems for large scale and transparent decision making

Participatory democracy is one of several conceptions of democracy which strives to create opportunities for all members of a group to contribute to the decision making process. Recent developments in information technologies in general and Internet technologies in particular are affecting the existing democratic mechanisms, hence enabling citizens and organizations to participate widely, efficiently and transparently in the decision making process and, most importantly, to arrive at better decisions faster, through negotiation. E-negotiation systems rely on such technologies to implement protocols ranging from motion raising and voting to auctions, and to make them available on the web for general use. E-negotiation systems can be used for political and societal decision making as well as business dealings within e-government and B2B settings. In order for these systems to fulfill their promise of bringing decision making opportunities to all, we need a structured approach and a configurable framework for designing, implementing and deploying them. The resulting systems should be web-based, easy to use, affordable, traceable, reliable, secure, flexible, efficient, and open for integration with other systems. This paper starts by examining leading research initiatives to devise such a framework and discussing the motivations behind them. We then introduce several design requirements derived from the expectations of e-negotiation systems providers and users. We argue that meeting these requirements fosters a more democratic and efficient decision making process. We also present our approach and vision of a configurable framework for designing, implementing and deploying e-negotiation systems.     

Household preference revisions and decision making: The role of disconfirmation

In this paper, we examine the role of disconfirmation as an important determinant of household preference revisions and decision making. Although prior research has examined decision influence and information exchange in household decision making, the impact of disconfirmation on individual family member preferences and the joint household preference has not been explicitly studied. Analogous to the main types of social influence found within groups, we identify two types of disconfirmation that impact individual preferences arising from family interaction or discussion. These two types of disconfirmation are informational disconfirmation, related to new product information revealed in family discussion being different than one's prior beliefs, and preference disconfirmation, where a family member has incorrect expectations of the preferences of other influential household members. An empirical study involving a household vacation decision demonstrates significant disconfirmation effects in explaining individuals' post-discussion preferences, as well as the joint household preference and decision. Based on the empirical results, we discuss various implications and suggest future research to study the specific consequences of disconfirmation in household decisions.     

Challenging Group Support Systems Research: The Case for Strategic Decision Making

Strategic decision making (SDM) often occurs in groups that can benefit from the use of group support systems (GSS). However, no comprehensive review of this logical intersection has been made. We explore this intersection by viewing GSS research through the lens of SDM. First, SDM is broadly characterized and a model of GSS-mediated SDM is produced. Second, we review empirical GSS research linking these findings to the characteristics of SDM. We conclude that GSS research has not produced sufficient knowledge about group history, heterogeneity, member experience, task type, time pressure, technology or tool effects, and decision consensus for a favorable evaluation of SDM in GSS groups. SDM in GSS groups challenges researchers to study the effects of group processes such as those just mentioned in a context that involves ongoing and established groups, political activity, and a multiplicity of tasks.     

Merger and acquisition evaluation and decision making model

Based on three merger and acquisition (M&A) methods and applying multiple-criteria decision making, the purpose of this paper is to establish an M&A evaluation model. The decision making trial and evaluation laboratory (DEMATEL) results show that the three business M&A methods possess interactive effect and self-feedback relationships. This study utilizes the analytic network process to calculate the weights of seven evaluation criteria; expected stock dividend is ranked as the most important criterion, followed by stock price/earnings per share, stock dividend growth, sales/market capitalization ratio, discount rate, replacement value, and liquidation value. This study uses Vlsekriterijumska Optimizacija I Kompromisno Resenje (VIKOR) to evaluate the performance of three Taiwanese banks. The results show that Bank B is the best M&A investment choice. Finally, the study establishes a comprehensive M&A decision making evaluation model.     

A linguistic decision process in group decision making

Assuming a set of linguistic preferences representing the preferences of the individuals, a linguistic choice process is presented. This is developed using the concept of fuzzy majority for deriving a collective linguistic preference, and the concept of nondominated alternatives for deriving the selected alternatives in the linguistic choice process. The fuzzy majorities are equated with fuzzy linguistic quantifiers. The collective linguistic preference is derived by means of a linguistic ordered weighted averaging operator whose weights are defined using a fuzzy linguistic quantifier. In order to obtain the nondominated alternatives, we present a novel reformulation of Orlovski's nondominance degree under linguistic information.     

Building consensus in strategic decision making: System dynamics as a group support system

System dynamics was originally founded as a method for modeling and simulating the behavior of industrial systems. In recent years it is increasingly employed as a Group Support System for strategic decision-making groups. The model is constructed in direct interaction with a management team, and the procedure is generally referred to as group model-building. The model can be conceptual (qualitative) or a full-blown (quantitative) computer simulation model. In this article, a case is described in which a qualitative system dynamics model was built to support strategic decision making in a Dutch government agency.Since people from different departments held strongly opposite viewpoints on the strategy, the agency had discussed its strategic problem for more than a year, but was obviously not able to reach consensus. The application of group model-building was successful in integrating opposite points of view, as well as in fostering consensus and creating commitment.The purpose of the article is twofold: first, to illustrate the process of group model-building with system dynamics; second, to evaluate why it was successful. Evaluation results reveal the importance of both systemic thinking through model-building and the role of the facilitator in catalyzing the strategic decision-making process.     

An object-oriented architecture for group decision support systems

An object-oriented GDSS can produce a rich environment for easily accessing software tools or applications running under a Graphical User Interface and can provide communication among meeting participants. This requires definition of (1) objects to manage the meeting and participant sessions, (2) applications that can run under these sessions, and (3) data storage and data communications capability that handle both private and shared data. This article suggests that a GDSS system can operate under three layers of software: an application-layer, a GDSS environment, and an operating system environment. It defines the structure and behavior of the GDSS environment layer in terms of (1) objects and messages used to communicate among these objects and (2) a message passing protocol between the GDSS environment and the other two layers. These specifications result in an architecture that is sufficiently modular to enable addition of various GDSS software. This article also discusses a prototype implementation of the architecture that is developed in Smalltalk and runs under Microsoft's Windows 3.0.     

Decision making and decision aiding: Defining the process,it representations,and support

We present a formalized account of decision making as a multistep process that involves several classes of participating entities. The purpose of this article is to lay the foundations for a conceptual framework in which decision support systems can be placed. A series of increasingly formal representations of the decision problem are developed, from a mental model conceived by the decision maker to a knowledge base that may be used in a decision support system. The reformulations of the decision problem lead us to contemplate different forms of support: for mental models, for formal models (this includes supporting measurement and representation), for solution, and for communication.     

Defining a right problem in group decision and negotiation: Feeling and evolutionary generating procedures

It is not unusual that decision makers define and solve a wrong problem. Here we develop an operational procedure for defining a right or correct problem. A problem may be represented as—a problem representation defining a problem consists of—two evolving hierarchies of relations, as discussed in the article. Rightness in a problem representation requires rightness in these relations which are beliefs held by a decision maker. Operational definition and validation of rightness in these relations, that is, retaining them as correct, is by feeling and by specified evolutionary generating procedures for examining, changing (evolving), and retaining these relations. Based on rightness in these relations, we discuss right group problem definition and solution in the general case where information is not fully shared (nonshared) among individuals in the group. Thus, our work contributes to procedural rationality—how decisions should be or are made—in individual and group decision-making and associated group decision and negotiation support systems (GDNSS).     

Differences between workstations and keypad group support systems: Implications for keypad GSS facilitators

Organizations are successfully using group support systems (GSS) to improve efficiency, effectiveness, and satisfaction in organizational meetings. Meeting success relies on making an appropriate match between group, taks, and technology. This responsibility often falls to the meeting facilitator. This article draws upon GSS and facilitation literature to develop a framework for the discussion of effective facilitation in workstation and keypad meeting environments. The article identifies differences between the systems and how they impact upon the behavior of the meeting facilitators and their choice of technology. Compensatory actions are proposed for keypad facilitators to address the lack of key workstation features. Keypad strengths are also identified to show the opportunities available to facilitators to maximize the benefits of using these GSS. Further, it is proposed that different types of GSS are not mutually exclusive and should be seen as complementary components of a suite of GSS tools designed to support organizational goals.     

A framework for interactive multiple criteria group decision support

An interactive framework is developed for multiple criteria group decision support. Decision makers are asked to specify aspiration and reservation levels to establish a preferred range for the value of each objective for each decision maker. Group and individual solutions are generated as a function of these levels. Decision makers are asked to react to current solutions by revising their aspiration and reservation levels and additional solutions are generated. The framework is both simpler and more flexible than previous approaches.     

Information for decision making in marketing: the use of Group Support Systems (GSS)

Group Support Systems (GSS) Technology is an information technology which seeks to support collaborative work. Extensively used to support organisational activities, it has not yet been tested to the full within the market research setting. The paper reports on a GSS focus group meeting to determine key questions of concern about the National Training Reform Agenda. Participants were leaders in a primary industry in Australia and the questions would be related to a public relations exercise. GSS provided the opportunity to deal with complex issues efficiently and yet preserve the conversational characteristics of the focus group meeting.     

A multiobjective decision support system for multiresource forest management

A multiobjective and/or multiperson decision support system for analyzing multiresource forest management problems is developed in this paper. The procedure includes formulating the problem in a multiobjective and group decision making framework, and solving it using two solution techniques which consist of a distance-based compromise programming (CP) and a cooperative game theoretic approach of the Nash equilibrium type. The problem consists of five forest resources management objective functions to be maximized. Solving the problem using the two solution techniques enables determining a satisfactory compromise solution of the five forest resource management objectives. Sensitivity analysis of the two techniques shows compromise programming to be more sensitive to changes in the weight and the p-parameter of the technique while the cooperative game theoretic approach is relatively robust with respect to changes in the worst utility set.     

Artificial intelligence and the future of work: Human-AI symbiosis in organizational decision making

Artificial intelligence (AI) has penetrated many organizational processes, resulting in a growing fear that smart machines will soon replace many humans in decision making. To provide a more proactive and pragmatic perspective, this article highlights the complementarity of humans and AI and examines how each can bring their own strength in organizational decision-making processes typically characterized by uncertainty, complexity, and equivocality. With a greater computational information processing capacity and an analytical approach, AI can extend humans’ cognition when addressing complexity, whereas humans can still offer a more holistic, intuitive approach in dealing with uncertainty and equivocality in organizational decision making. This premise mirrors the idea of intelligence augmentation, which states that AI systems should be designed with the intention of augmenting, not replacing, human contributions.     

Profit for friends,fairness for strangers: Social distance reverses the endowment effect in proxy decision making

Buyers often price a product lower than sellers do, a pricing discrepancy known as the endowment effect. We investigated the way buyers and sellers change their pricing decisions as a function of social distance when making decisions on behalf of another person. In Study 1, the pricing discrepancy persisted when making a decision for a close social contact whereas the pattern was reversed when making a decision for a distant social contact. Study 2 replicated this reversed pattern using a social proximity manipulation, and this effect was mediated by participants’ prioritizing of fairness over immediate profit of the transaction. The current work suggests that people allocate different value to objects depending on the subjective closeness towards another for whom they make the pricing decision.     

A safe speed guidance model for highways

ABSTRACT

This paper presents a fuzzy logic model to support decisions for the suggested speed limit for sections of highways as they become affected by adverse road conditions, environmental factors and differing traffic levels. The definition of the main factors, and their weight, that reduce safety on highways was conducted by the Delphi method, consulting traffic engineering experts. The survey served as a basis for structuring indicators and indexes in a soft decision tree, structured by a fuzzy logic system. The system can be used to support the decisions of those that manage the roads, indicating to drivers’ speeds, by visual, audible or combined systems.     

Collaborative computing for decision support in cardiovascular consulting

Vascular medicine is a newly developing discipline heavily based on geographically distributed consulting, and there is thus a strong need for computerized decision support in doctor‐to‐doctor collaboration for the management of vascular patients. The latest achievements in collaborative and multimedia computing for group decision support are incorporated into cardiovascular consulting. Feasibility analysis of the two basic components is addressed: (a) the communication system of collaborative computing as identified subject to the specifics of data flow and networking in geographically distributed cardiovascular consulting; and (b) the structure and representations for intelligent software agents that enable transfer of individual expert cardiovascular knowledge, support group brainstorming, and maintain the ongoing learning of group experience and analysis of patients cases.