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The aim of this book is to survey the decision support system (DSS) field - covering both developed territory and emergent frontiers. It will give the reader a clear understanding of fundamental DSS concepts, methods, technologies, trends, and issues.

AbstractIt is often claimed that knowledge management (KM) is important, or even essential, as a basis for competitiveness. The knowledge chain model was recently advanced as a first step in understanding the linkage between KM and organizational performance. Based on a general ontology of KM, this model identifies five primary and four secondary activities as focal points for enhancing competitiveness. Both anecdotes and survey results support the model. Here we further explore the primary KM activities found in the knowledge chain model by treating each as a class involving several distinct types of activity. A literature review yielded over 200 variations of the five primary activities. We consolidate these into 32 distinct activity types and organize them into the five primary activity classes. Within each class a typology of activity types is developed. The result is a more in‐depth version of the knowledge chain model. It gives greater guidance to practitioners striving to incorporate KM into their organizations and their competitive strategies. It also suggests avenues for future research. Copyright © 2004 John Wiley & Sons, Ltd.

Decision-making situations, particularly those involving societal issues, can pose very complex problems for practitioners & investigators from a broad spectrum of disciplines. Presented are theoretical constructs & an organized general framework for studying such complex decision processes. The postulated facets are used in the construction of several hypotheses. Empirical evidence is presented that supports the hypotheses & argues for the viability of the proposed conceptual framework. 5 Figures, Appendixes. HA.

This book examines emerging developments in the decision support system (DSS) field as it enters its third decade. The book is based on the NATO Advanced Study Institute on Recent Developments in Decision Support Systems held in Italy in June 1991. The contributors are an international assortment of active DSS researchers who offer diverse perspectives on DSSs and examine recent advances in the field. There are four major parts to the book. Part 1 is concerned with DSS foundations, including concepts, theories, frameworks and models. Part 2 examines DSS development in terms of tools and methods for building DSSs. Part 3 is concerned with DSS usage and evaluation. Part 4 concludes with presentations of specific DSS applications. Researchers, graduate students and practitioners in the DSS field will find that the book provides a stimulating and current treatment of DSS topics, helping to usher in the next decade of DSS advances

ABSTRACTThis research advances the understanding of how to define, evaluate, and promote e‐learning success from an information systems perspective. It introduces the E‐Learning Success Model, which posits that the overall success of an e‐learning initiative depends on the attainment of success at each of the three stages of e‐learning systems development: system design, system delivery, and system outcome. To study this model, an online version of an undergraduate quantitative methods core course for business students is developed using a prototyping strategy. Four cycles of development are traced, each comprised analysis, design, implementation, testing, and enhancement. Findings from the study confirm the validity of using the proposed success model for e‐learning success assessment. In addition, an action research methodology is also found to be a valuable impetus for promoting e‐learning success through an iterative process of diagnosing, action planning, action taking, evaluating, and learning.

Purpose– Best-value supply chains characterized by agility, adaptability, and alignment, have become a crucial strategic means for firms to create and sustain competitive advantage in today's turbulent environment. The purpose of this paper is to investigate linkage between best-value supply chains and firms' competitive performance.Design/methodology/approach– In Study 1, survey data from 76 firms is used to test the impact of the three qualities of best-value supply chains on firms' competitive performance. In Study 2, to test if a firm's competitive advantage can be sustained through building best-value supply chains, a long-run performance analysis is conducted, which is based on a stock portfolio of firms identified from the American Marketing Association's annual list of "Supply Chain Top 25."Findings– The results of Study 1 indicate that the three qualities of best-value supply chains are positively related to firms' competitive performance. The results of Study 2 show that firms having best-value supply chains generate significant and positive abnormal returns for shareholders over time.Originality/value– This is a multiple-method research, providing two-level empirical evidence to the investigation of theoretical linkage between best-value supply chains and firms' competitive performance.