A general theory of distributed decision-making

Chee Ching, Purdue University

Abstract

Progress in understanding and realizing the computer's full potential for distributed decision support has to date been mainly ad hoc and minimal. It is probably because researchers in the decision support system (DSS) field have not identified or invented a theory of distributed decision making as a context for investigation. Therefore, this research is aimed to form a general theory of distributed decision making processes. Special attention is devoted to the central issue of coordination. Another important emphasis of this research is to formalize organizational learning by experience within the context of distributed decision making so as to enhance organization effectiveness over time. The basic constructs of this general theory, including entities, roles, and tasks, are characterized by seven major functions: O = $\langle$E, R, F, G, J, L, B$\rangle$ where functions E, R, and F yield the organization's entities, roles, and entity-role mapping, functions J and G define the tasks within an organization's confines and the decomposition grammar that is available to entities, and the last two major functions L and B capture the phenomena of learning in an organization as well as the dynamics of task bidding. The theory seeks to satisfy five major objectives: accountability, flexibility, applicability, consistency, and formalization.

Degree

Ph.D.

Advisors

Whinston, Purdue University.

Subject Area

Management

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