Handling Knowledge-Based Decision Making Issues in Collaborative Settings: An Integrated Approach

  • Christina E. Evangelou
  • Nikos Karacapilidis
Part of the Lecture Notes in Computer Science book series (LNCS, volume 3955)


Decision making is widely considered as a fundamental organizational activity that comprises a series of knowledge representation and processing tasks. Admitting that the quality of a decision depends on the quality of the knowledge used to make it, it is argued that the enhancement of the decision making efficiency and effectiveness is strongly related to the appropriate exploitation of all possible organizational knowledge resources. Taking the above remarks into account, this paper presents a multidisciplinary approach for capturing the organizational knowledge in order to augment teamwork in terms of knowledge elicitation, sharing and construction, thus enhancing decision making quality. Based on a properly defined ontology model, our approach is supported by a web-based tool that serves as a forum of reciprocal knowledge exchange, conveyed through structured argumentative discourses, the ultimate aim being to support the related decision making process. The related knowledge is represented through a Discourse Graph, which is structured and evaluated according to the knowledge domain of the problem under consideration.


Knowledge Domain Organizational Knowledge Ontology Model Argumentative Discourse Discourse Participant 
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.


Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.


  1. 1.
    Harrison, E.F., Pelletier, M.A.: The Essence of Management Decision. Management Decision 38, 462–469 (2000)CrossRefGoogle Scholar
  2. 2.
    Karacapilidis, N., Adamides, E., Evangelou, C.E.: Leveraging Organizational Knowledge to Formulate Manufacturing Strategy. In: Proceedings of the 11th European Conference on Information Systems (ECIS 2003), Naples, Italy, pp. 16–21 (2003)Google Scholar
  3. 3.
    Schwarz, M.: A Multilevel Analysis of the Strategic Decision Process and the Evolution of Shared Beliefs. In: Chakravarthy, B., Mueller-Stewens, G., Lorange, P., Lechner, C. (eds.) Strategy Process: Shaping the Contours of the Field, pp. 110–136. Blackwell Publishing, Oxford (2003)Google Scholar
  4. 4.
    Li, E.Y., Lai, H.: Collaborative work and knowledge management in electronic business. Decision Support Systems 39, 545–547 (2005)CrossRefGoogle Scholar
  5. 5.
    Wenger, E., McDermott, R., Snyder, W.M.: Cultivating Communities of Practice. Harvard Business School Press, Boston (2002)Google Scholar
  6. 6.
    Gorry, G.A., Scott Morton, M.S.: A Framework for Management Information Systems. Sloan Management Review 13, 55–70 (1971)Google Scholar
  7. 7.
    Davenport, T., Prusak, L.: Working Knowledge: Managing what your Organization Knows. Harvard Business School Press, Boston (1998)Google Scholar
  8. 8.
    Evangelou, C.E., Karacapilidis, N.: Knowledge-Based Strategy Development: An Integrated Approach. In: Proceedings of the I-KNOW 2005 Conference, Graz, Austria, pp. 4–11 (2005)Google Scholar
  9. 9.
    Kirschner, P., Buckingham Shum, S., Carr, C.: Visualizing Argumentation: Software Tools for Collaborative and Educational Sense-Making. Springer, London (2003)CrossRefGoogle Scholar
  10. 10.
    Zopounidis, C., Doumpos, M.: Multicriteria classification and sorting methods: A literature review. European Journal of Operational Research 138, 229–246 (2002)CrossRefzbMATHGoogle Scholar
  11. 11.
    Andrews, K.R.: The Concept of Corporate Strategy. Richard D. Irwin, Homewood, IL (1971)Google Scholar
  12. 12.
    Chandler Jr., A.D.: Strategy and structure: Concepts in the History of the Industrial Enterprise. MIT Press, Casender, MA (1962)Google Scholar
  13. 13.
    Porter, M.E.: Competitive Strategy. The Free Press, New York (1980)Google Scholar
  14. 14.
    Wernerfelt, B.: A Resource-Based View of the Firm. Strategic Management Journal 5, 171–180 (1984)CrossRefGoogle Scholar
  15. 15.
    Porter, M.E.: How competitive forces shape strategy. Harvard Business Review 57, 86–93 (1979)Google Scholar
  16. 16.
    Saaty, T.L.: The Analytic Hierarchy Process. McGraw-Hill, New York (1980)zbMATHGoogle Scholar
  17. 17.
    Edwards, W.: SMARTS and SMARTER: Improved Simple Methods for Multi-attribute Utility Measurement. Organizational Behaviour and Human Decision Processes 60, 306–325 (1994)CrossRefGoogle Scholar
  18. 18.
    Roy, B.: The Outranking Approach and the Foundations of ELECTRE Methods. Theory and Decision 31, 49–73 (1991)MathSciNetCrossRefGoogle Scholar
  19. 19.
    Widener, P., Eisenhauer, G., Schwan, K.: Open Metadata Formats: Efficient XML-based Communication for High Performance Computing. In: Proceedings of the 10th IEEE International Symposium on High Performance Distributed Computing, pp. 371–380 (2001)Google Scholar
  20. 20.
    Evangelou, C.E., Karacapilidis, N., Abou Khaled, O.: Interweaving Knowledge Management, Argumentation and Decision Making in a Collaborative Setting: The KAD Ontology Model. International Journal of Knowledge and Learning 1, 130–145 (2005)CrossRefGoogle Scholar

Copyright information

© Springer-Verlag Berlin Heidelberg 2006

Authors and Affiliations

  • Christina E. Evangelou
    • 1
  • Nikos Karacapilidis
    • 1
  1. 1.Industrial Management and Information Systems Lab, MEADUniversity of PatrasRio PatrasGreece

Personalised recommendations