Decision making and knowledge management in inquiring organizations: toward a new decision-making paradigm for DSS

By James F. Courtney Jr.. Decision Support Systems, 2001

551 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Sociology and Political Science, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/f306db814deafcf7b1bf5eadc3f12fab556797c8

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Management Science and Operations Research

In Sociology and Political Science

In Strategy and Management

Citations in the corpus

Environmental decision support systems (EDSS) development - Challenges and best practices (2011, background): “…the conventional and linear ‘ recognise problem e de ﬁ ne problem e generate alternatives e analyse alternatives e choose from alternatives ’ model (Courtney, 2001) through anarchical, sequential, sequential interrupted by events, convergence and inspirational models (Langley et al., 1995) to…”
Towards the development of a decision support system for water resource management (2005, background): “Emphasis on the multi-perspective exploration of problems (Shim et al., 2002) and shifting the target of DSS from semi-structured or unstructured to ‘‘wicked’’ problems are occasionally seen as a paradigm change (Beynon et al., 2002; Courtney, 2001; McCown, 2002; Rauscher, 1999).”
Past, present, and future of decision support technology (2002, background): “Mitroff and Linstone [43] argue that radically different thinking is required by managers of organizations facing such environments; thinkingthat must includeconsideration of much broader cultural, organizational, personal, ethical and aesthetic factors than has often been the case in the past. Cour”
The Formation and Value of IT-Enabled Resources: Antecedents and Consequences of Synergistic Relationships (2010, background): “Conceptually, the link between synergy and rarity is motivated by the idea that emergent capabilities are associated with the interactions among the individual components, not with the components themselves (Bunge 1977; Checkland 1999; Courtney 2001).”
A review of the recent contribution of systems thinking to operational research and management science (2010, background): “This has led to s stream of work exploring these approaches within the context of DSS (Courtney, 2001), knowledge management (Richardson et al.”