Universal MCDM Interface

Part of the International Series in Operations Research & Management Science book series (ISOR, volume 85)

4. Concluding Remarks

In this chapter the most distinctive features of interactive MCDM methods are abstracted and organized into one common framework - the Universal Interface. The Universal Interface does not impose any restriction on the DM in manipulating weights or reference points to express his partial preferences as he searches for the most preferred outcome. The Universal Interface just separates the decision controls from the technical aspects of decision making processes, the latter now placed in the secondary, technical tier.

There are clear advantages of viewing interactive MCDM methods from the perspective of the Universal Interface. With the Universal Interface in place presenting interactive MCDM principles and merits becomes a much simpler task than it was before. Moreover, interactive MCDM issues can be addressed separately by two groups: in the methodological tier by actual DMs and decision theory researchers, and in the technical tier by research and technical persons from areas of decision theory, computer science, mathematics, software developing, and computing service providing.


Method Class Soft Computing Decision Control Half Line Optimization Engine 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


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5. Annotated References

  1. Gardiner L.R., Steuer R.E., (1994a), Unified interactive multiple objective programming. European Journal of Operational Research, 74, 391–406.CrossRefGoogle Scholar
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  4. Kaliszewski I., (2004), Out of the mist — towards decision-maker-friendly multiple criteria decision making support. European Journal of Operational Research, 158, 293–307.zbMATHMathSciNetCrossRefGoogle Scholar
  5. Simon H.A., (1977), The New Science of Management Decision. Prentice-Hall, New Jersey.Google Scholar

Copyright information

© Springer Science+Business Media, Inc. 2006

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