• Asia pacific journal of information systems
• /
• v.14 no.2
• /
• pp.37-59
• /
• 2004

Team decision making is a collective behavior that needs to be understood by considering properties belonging to team and individual member domains together. This paper introduces a conceptual model called "Dual-Level(DL)" model that describes a team decision-making process in terms of team level, member level, and the relationship between them. The team-level view explains the decision-making process by considering the team as a wholeand divides the process into three stages: Problem Conceptualization, Alternative Generation, and Selection. The member-level view describes what happens to individual members when they go through the group process and splits it into the five phases: Individual Cognitive Mapping, Problem Decomposition, Subproblem Session, Subproblem Integration, and Team Decision. The DL model works as a theoretical framework to explore team decision making by using a set of computational models of team design and team members. In practice, the conceptual framework is used to build a computational model of decision making team, called "Team-Soar."

• Journal of the Ergonomics Society of Korea
• /
• v.25 no.3
• /
• pp.7-16
• /
• 2006

Although several theories and models have been proposed to explain the effects of cultural differences in team decision making, many aspects of team decision-making in multi-cultural contexts such as team performance, team communication, and team cognition still remain unclear. In particular, little attention has paid to the empirical studies on team processes multi-cultural team members use to interact with each other to accomplish the task in different task environments. To investigate the effects of culture and task characteristics on team decision making behavior in multi-cultural contexts, this study compared culturally homogenous and heterogeneous groups in the context of logistics decision making. Results of the study showed that cultural difference and task complexity may affect team performance as well as team interaction process to varying degree.

• Asia pacific journal of information systems
• /
• v.10 no.3
• /
• pp.105-120
• /
• 2000

The objective of this paper is to show how team study can be advanced with the aid of a current computer technology, that is distributed Artificial Intelligence(DAI). Studying distributed problem solving by using groups of artificial agents, DAI can provide important ideas and techniques for the study of team behaviors like team decision making. To demonstrate the usefulness of DAI models as team research tools, a DAI model called 'Team-Soar' was built and a simulation experiment done with the model was introduced, Here, Team-Soar models a naval command and control team consisting of four members whose mission was to identify the threat level of aircraft. The simulation experiment was performed to examine the relationships of team decision scheme and member incompetence with team performance. Generally, the results of the Team-Soar simulation met expectations and confirmed previous findings in the literature. For example, the results support the existence of main and interaction effects of team decision scheme and member competence on team performance. Certain results of the Team-Soar simulation provide new insights about team decision making, which can be tested against human subjects or empirical data.

• Industrial Engineering and Management Systems
• /
• v.15 no.3
• /
• pp.215-223
• /
• 2016

Design of personnel teams has been studied from diverse perspectives; the most common are the people and systems requirements perspectives. All these point of view are linked, which is the reason why it is necessary to study them simultaneously. Considering this gap, a decision making model is developed based on factors, models, and requirements mentioned in the literature. The model is applied to a real case. The findings indicate that the Personnel Behavior Based Lean model (PBBL) can be converted into a decision making model for the selection of team members. The study is focused not only on the individual candidates' knowledge, skills, and aptitudes, but also on how the model considers the company requirements, conflicts, and the importance of each person to the project.

• Proceedings of the Korea Society of Design Studies Conference
• /
• 2001.10a
• /
• pp.47.1-47
• /
• 2001

• Journal of the Korea Institute of Military Science and Technology
• /
• v.27 no.4
• /
• pp.437-445
• /
• 2024

In future complex and diverse battlefield situations, the existing command system faces the challenge of delayed human judgement of strategy and low objectivity. This paper proposes an artificial intelligence model that takes situation information and course of action simulation results as input and automatically assigns scores to various evaluation elements and a comprehensive score. This tool is expected to assist the commander in making decisions, reduce the time required for making judgments, and promote impartial decision-making.

• Journal of the Korean Operations Research and Management Science Society
• /
• v.14 no.2
• /
• pp.185-185
• /
• 1989

Business process reengineering(BPR) aims at a radical redesign of our business processes in order to achieve dramatic improvements in their performance. However, the fact that many BPR projects have failed hesitates the companies who have started to use BPR or who are planning to do so. Implementing a radical plan from a cross-functional perspective needs a more careful consideration of process vision, preventive measures and contingency plan. Our research suggests to use a visual decision making process (VDMP) in the development of a process vision and implementation plan. A BPR project of Carlson School of Management (CSOM) at the University of Minnesota is illustrated to show our suggested methodology.

• Journal of Korea Game Society
• /
• v.9 no.5
• /
• pp.117-125
• /
• 2009

In real-time strategy simulation (RTS) game each team is composed of agents and executes strategies to win other team. Strategy needs agents' cooperation in each team. This needs multi-agent system (MAS). Centralized decision making, one of decision making in MAS, selects actions not to agents but to team by a coordinated agent. Decentralized decision making costs high because each agent communicates with each other. In this paper we propose a system which controls agents by grouping and allocates roles through negotiation by a coordinated agent. Then, when one of allocated actions is not executed or failed, a coordinated agent allocates its role to another agent. We make experiments in starcraft, famous RTS game. When a proposed method is applied, the performance of attack and defense is increased. The improved agents' team wins eight times per ten games.

• International Journal of Railway
• /
• v.5 no.4
• /
• pp.144-147
• /
• 2012

New transport technologies have been rapidly developed and various transport systems are ready to introduce. However, there no exists effective decision making tools for pre-feasibility studies on transport systems. The pre-feasibility studies should provide reliable solutions about whether a certain transport system is feasible or not by cost-benefit analysis and effectiveness test of enhancing regional economy. This study introduces the smart transport investment/information system (SMARTIS) for supporting decision making with ease, fast and reliable methods. The SMARTIS incorporates travel demand estimates into the process of feasibility studies with automatic data processing methods to give reliable solutions quickly. The SMARTIS is expected to be informative for transit agencies, planners, and operators.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
• /
• v.10 no.4
• /
• pp.113-131
• /
• 2015

Decision effectiveness depends on type of knowledge within team members generated by decision making process. Thus, organization in accordance with teams' experience and capability ultimately achieve their desired outcome. However, previous research has not addressed a mediating role between different knowledge type in decision making and product competitive advantages(pioneering advantage and product quality superiority). Based on the knowledge-based view, we model how different knowledge characteristics in decision making affect to acquire each of knowledge in decision making effectively and then to apply acquired knowledge in decision making. Anchored in a source-position-performance (SPP) framework (Day and Wensley's, 1988), we shed light on the effects of three knowledge characteristics dimensions in decision making process on knowledge management competences in decision making for a new product project. We also examine the relationship between two dimensions of NPD knowledge management competences, and product competitive advantages which consist of market pioneering advantage and product quality superiority. To test the relationships, the empirical analyses are conducted using a sample of team managers who participated in NPD projects. This study suggest that managers should increase their acquirability and applicability of knowledge by integrating complexity of diverse and new knowledge, developing codifiability of well-documented knowledge, and creating the sharing common knowledge among NPD team members. Thus, they are able to outrun major competitors in terms of pioneering advantage and product quality superiority perspective.