With the increasing importance of cognitive aspects in decision making, this research addresses how human cognitive abilities, mainly situation awareness and mental models, can be used to drive the decision process in complex decision situations. Cognitive orientation has long been regarded as an important consideration in the development and application of decision support systems (DSS). Rather than cognitive orientation, a data-driven DSS emphasizes access to and manipulation of a series of company internal and external data, compared to a model-driven DSS underpinned by statistical, financial, optimization or simulation models. A business intelligence (BI) system is essentially a kind of data-driven DSS therefore shares the similar drawbacks with traditional DSS. A framework of cognitive BI system is firstly developed. A model of cognition-driven decision process is then proposed based on the system framework. In this framework and decision model, data retrieval, information filtering and knowledge presentation are based on the tacit knowledge elicited from the decision-maker. The final decision is no longer the direct output of a computer system, but the result of decision-making cycles of human-machine interaction.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Preview
Unable to display preview. Download preview PDF.
References
Adams, M.J., Tenney, Y.J. & Pew, R.W. 1995, Situation awareness and the cognitive management of complex systems, Human Factors, vol. 37, no. 1, pp. 85–104
Arnott, D. & Pervan, G. 2005, A critical analysis of decision support systems research, Journal of Information Technology, vol. 20, no. 2, pp. 67–87
Bergmann, R. 2002, Experience Management: Foundations, Development Methodology, and Internet-Based Applications, Springer, Berlin Heidelberg New York
Chen, C.-H. & Ge, X. 2006, The design of a web-based cognitive modeling system to support ill-structured problem solving, British Journal of Educational Technology, vol. 37, no. 2, pp. 299–302
Chen, J.Q. & Lee, S.M. 2003, An exploratory cognitive DSS for strategic decision making, Decision Support Systems, vol. 36, no. 2, pp. 147–160
Economist Intelligence Unit. 2006, What do companies want from business intelligence? vol. 2006, no. 11, http://www.eiu.com/
Eden, C. 1988, Cognitive mapping, European Journal of Operational Research, vol. 36, no. 1, pp. 1–13
Emerson, T.J., Reising, J.M. & Britten-Austin, H.G. 1987, Workload and situation awareness in future aircraft, SAE Technical Paper, no. 871803
Endsley, M.R. 1995, Toward a theory of situation awareness in dynamic systems. Human Factors, vol. 37, no. 1, pp. 32–64
Endsley, M.R. 2000, Theoretical underpinnings of situation awareness: a critical review, in M.R. Endsley & D.J. Garland (eds), Situation Awareness Analysis and Measurement, Lawrence Erlbaum Associates, Mahwah, NJ
Endsley, M.R., Bolte, B. & Jones, D.G. 2003, Designing for Situation Awareness: An Approach to User-Centered Design, 1st edn, Taylor & Francis, London
Flach, J.M. 1995, Situation awareness: proceed with caution, Human Factors, vol. 37, no. 1, pp. 149–157
Gnyawali, D.R. & Tyler, B.B. 2005, Cause mapping in strategic management research: processes, issues, and observations, in J. David, J. Ketchen & D.D. Bergh (eds), Research Methodology in Strategic and Management, vol. 2, Elsevier, San Diego, pp. 225–257
Gruman, G. 2007, Rethinking business intelligence, InfoWorld, vol. 29, no. 14, pp. 22–27
Hamilton, W.L. 1987, Situation awareness metrics program, SAE Technical Paper, no. 871767
Johnson-Laird, P.N., Girotto, V. & Legrenzi, P. 1998, Mental models: a gentle guide for outsiders, Sistemi Intelligenti, vol. 9, pp. 68–33
Klein, G.A. & Crandall, B.W. 1995, The role of mental simulation in naturalistic decision making, in P. Hancock, J. Flach, J. Caird & K. Vincente (eds), Local Applications of the Ecological Approach to Human-Machine Systems, vol. 2, Erlbaum, Hillsdale, NJ, pp. 324–358
Klein, G.A., Calderwook, R. & Macgregor, D. 1989, Critical decision method for eliciting knowledge, IEEE Transactions on Systems, Man, and Cybernetics – Part A: System and Humans, vol. 19, pp. 462–472
Kuo, F.-Y. 1998, Managerial intuition and the development of executive support systems, Decision Support Systems, vol. 24, no. 2, pp. 89–103
Lipshitz, R., Klein, G., Orasanu, J. & Salas, E. 2001, Taking stock of naturalistic decision making, Journal of Behavioral Decision Making, vol. 14, no. 5, pp. 331–352
Mintzberg, H. 1973, The Nature of Managerial Work, Harper & Row, New York
Porac, J.F. & Thomas, H. 1990, Taxonomic mental models in competitor definition, Academy of Management Review, vol. 15, no. 2, pp. 224–240
Resnick, M.L. 2003, Situation awareness applications to executive dashboard design, Proceedings of the Human Factors and Ergonomics Society 47th Annual Conference, 2003, Human Factors and Ergonomics Society, http://www.entrepreneurship.fiu.edu/downloads/publications/articles/situationAwareness.doc
Sarter, N.B. & Woods, D.D. 1991, Situation awareness: a critical but ill-defined phenomenon, The International Journal of Aviation Psychology, vol. 1, no. 1, pp. 45–57
Schwenk, C.R. 1984, Cognitive simplification processes in strategic decision-making, Strategic Management Journal, vol. 5, no. 2, pp. 111–128
Shim, J.P., Warkentin, M., Courtney, J.F., Power, D.J., Sharda, R. & Carlsson, C. 2002, Past, present, and future of decision support technology, Decision Support Systems, vol. 33, no. 2, pp. 111–126
Simon, H.A. 1977, The New Science of Management Decision, Revised edition, Prentice Hall College Div, New York
Singh, S.K., Watson, H.J. & Watson, R.T. 2002, EIS support for the strategic management process, Decision Support Systems, vol. 33, no. 1, pp. 71–85
Smalltree, H. 2006, BI’s founding father speaks: Q&A with Howard Dresner, viewed 23 April 2007 http://searchdatamanagement.techtarget.com/qna/0,289202,sid91_gci1174419,00.html
Smith, K. & Hancock, P.A. 1995, Situation awareness is adaptive, externally directed consciousness, Human Factors, vol. 37, no. 1, pp. 137–148
Stanners, M. & French, H.T. 2005, An empirical study of the relationship between situation awareness and decision making, DSTO Systems Sciences Laboratory, http://www.dsto.defence.gov.au/corporate/reports/DSTO-TR-1687.pdf
Sutcliffe, K.M. & Weber, K. 2003, The high cost of accurate knowledge, Harvard Business Review, vol. 81, no. 5, pp. 74–82
Vidulich, M.A. 1995, The role of scope as a feature of situation awareness metrics, Proceedings of the International Conference on Experimental Analysis and Measurement of Situation Awareness, Embry-Riddle Aeronautical University Press, FL, 1995
Walters, B.A., Jiang, J.J. & Klein, G. 2003, Strategic information and strategic decision making: the EIS/CEO interface in smaller manufacturing companies, Information &Management, vol. 40, no. 6, pp. 487–495
Yadav, S.B. & Khazanchi, D. 1992, Subjective understanding in strategic decision making: an information systems perspective, Decision Support Systems, vol. 8, no. 1, pp. 55–71
Rouse, W.B. & Morris, N.M. 1985, On looking into the black box: Prospects and limits in the search for mental models. Technical Report. Georgia Institute of Technology, Center for Man-Machine Systems Research, Atlanta
Author information
Authors and Affiliations
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2008 Springer-Verlag Berlin Heidelberg
About this chapter
Cite this chapter
Niu, L., Lu, J., Zhang, G. (2008). Cognitive Orientation in Business Intelligence Systems. In: Da Ruan, Hardeman, F., van der Meer, K. (eds) Intelligent Decision and Policy Making Support Systems. Studies in Computational Intelligence, vol 117. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-540-78308-4_4
Download citation
DOI: https://doi.org/10.1007/978-3-540-78308-4_4
Publisher Name: Springer, Berlin, Heidelberg
Print ISBN: 978-3-540-78306-0
Online ISBN: 978-3-540-78308-4
eBook Packages: EngineeringEngineering (R0)