2019
DOI: 10.1016/j.procir.2019.04.222
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Connectivity as the capacity to improve an organization’s decision-making

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Cited by 4 publications
(5 citation statements)
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“…Reviewing the research questions (Section 2) reflected high face validity of the model [52] owing to the fact that it was built based on an extensive conversation with stakeholders and domain experts on the modeled system, driven by business problem, and applied to data from an industrial setting. Comparing the results with the original study -which was performed using company documents with unity data and used as the baseline for workshops [53] -verified the capability of the model in handling poor-quality and subjective data (Req. #2).…”
Section: Implementation and Evaluationmentioning
confidence: 67%
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“…Reviewing the research questions (Section 2) reflected high face validity of the model [52] owing to the fact that it was built based on an extensive conversation with stakeholders and domain experts on the modeled system, driven by business problem, and applied to data from an industrial setting. Comparing the results with the original study -which was performed using company documents with unity data and used as the baseline for workshops [53] -verified the capability of the model in handling poor-quality and subjective data (Req. #2).…”
Section: Implementation and Evaluationmentioning
confidence: 67%
“…The authors would like to acknowledge the funding received from the British Telecom to undertake this research, and also the extensive assistance of Jonathan Malpass and FED team for their inputs during case study. Some material in this paper was adapted and substantially extended from the earlier works of [53].…”
Section: Acknowledgmentmentioning
confidence: 99%
“…Whilst there is often not a direct policy link between the decisions that are made within each of these areas, in practice the decisions taken in one area have consequences that relate to other areas. As such, it is important for policy makers to have a whole-system understanding of how decisions are connected [11].…”
Section: Decision-makingmentioning
confidence: 99%
“…Such quantification would be extremely difficult in organizational settings since the role and influence of people who are making decisions will significantly influence their recognition of system structure. In modelling terms, there are many informal interactions (within and between policy areas) whose propagation will remarkably increase the degree of information channels (i.e., causal pathways) across the system [11], of which the majority are difficult to measure and knowledge of which would be tacit and highly subjective in a participatory process. The next section discusses the factors contributing to effective designing of such systems.…”
Section: A Cybernetic View Of Participatory Systems Modellingmentioning
confidence: 99%
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