Search results

The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains features to help the reader to retrieve relevant literature from MCB University Press' considerable output. Each entry within has been indexed according to author(s) and the Fifth Edition of the SCIMP/SCAMP Thesaurus. The latter thus provides a full subject index to facilitate rapid retrieval. Each article or book is assigned its own unique number and this is used in both the subject and author index. This Volume indexes 29 journals indicating the depth, coverage and expansion of MCB's portfolio.

A decision support system (DSS) is a flexible, interactive, computerized approach intended to support administrators in their decision making activities and which is capable of providing direct, personal support for complex, managerial decisions. This paper presents an overview of DSS's major characteristics which can integrate the intellectual resources of individuals with the capabilities of the computer to improve the quality of decisions. Following a discussion of its capabilities, the various components of a DSS (database, model base, hardware and user‐system interface) are examined as well as the development tools needed. Examples of the applications of DSSs in two universities provide insight into the benefits a DSS can bring to educational administration. Finally, the paper considers various development and implementation issues pertaining to a decision support system in academic administration.

This article presents the results of a survey of the manufacturing activities of 60 engineering companies located in the North East of England. The survey was carried out in order to identify the extent to which companies in the region are currently using or planning to invest in Computer Integrated Manufacturing technology. Particular emphasis is placed on the usage of computer‐based decision support tools within the production management function. Usage of JIT production management techniques is also considered. Previous investigations have suggested that commercially available decision support tools have some serious limitations which may prevent their widespread use within manufacturing organisations. The survey sought to investigate the nature of these problems and to identify the requirements for more sophisticated decision support tools based on expert system and simulation modelling techniques.

As the world approaches a new millennium, more and more industrial and manufacturing processes are being computerized and rapid retrieval and use of necessary information is vital if an organization is to remain competitive. The present work develops a computerized decision support system to assist in maintenance planning. The system design and analysis, and the decision support system design and development are all developed in an object‐oriented environment. The support system is driven by maintenance performance indices. Both object‐oriented databases and relational databases are used, for transient and permanent entities respectively. A knowledge base with if‐then rules is developed for fault diagnosis and repair. The methodology was applied to a powder coating plant to develop its maintenance decision support system.

This paper makes the case that modern knowledge management (KM) is inseparable from a consideration of technology. While recognizing that there are many non‐technological facets to KM research and practice, it takes issue with the perspective proposed by some that knowledge management has little or nothing to do with technology. Similarly, the perspective that equates knowledge management with information management is challenged.

The research method involves an analysis of the contrasting perspectives to show that each has blind spots that obscure a clear vision of the relationship between computer‐based technology and knowledge management. Building on the ideas of Newell, van Lohuizen, and others, the research advances an alternative perspective to overcome limitations in the other two.

The KM perspective introduced here neither dismisses technology nor identifies with it. From this perspective, this paper develops the contention that modern KM has been tremendously enriched by advances in computer‐based technology (CBT), discussing several specific examples. Moreover, this paper concludes that CBT needs to be grounded in a clear, deep consideration of knowledge management.

As this is a relatively new perspective, the full extent of its utility will unfold over time as it is adopted, used, and extended. KM researchers can adopt this perspective to guide the conception and design their research projects. Moreover, several implications for business computing systems researchers are outlined.

The new perspective offers students and practitioners a middle‐ground between two extremes for framing their understanding and observation of KM and CBT phenomena.

Both research and practice are shaped by the conceptions that underlie them. The paper furnishes a fresh, inclusive conception of the relationship between KM and CBT.

Discusses the application of decision support systems (DSS) to assist in solving marketing decisions. As the marketing environment becomes more competitive the pressure to gain the “edge” over your competitors becomes more intense. Marketing decision support systems (MDSS) are valuable tools to assist in making marketing decisions to do just that! MDSS can be used to support, rather than replace, decision makers in the complex, semi or unstructured situations which are common in marketing problems. They incorporate the personal judgement and experience of the user to improve the effectiveness, rather than the efficiency of decision making. This means that managers will have more “quality” time to spend on analysis and planning for the future, rather than merely reflecting on the past. Discusses different types of DSS within an environment where there are discrepancies over definition, jargon and suppliers’ claims.

This paper describes a decision support system for once‐off facility acquisition decisions in a manufacturing environment. The system is based on the Kepner Tregoe Decision Analysis Technique and has been implemented in a high‐level language.

The purpose of this paper is to enable real estate managers to identify and evaluate appropriate information technology (IT) solutions from the array of options available.

The authors explain the main components of IT solutions and provide a systematic approach for evaluating, selecting, and maintaining a cost‐effective IT solution, empowering corporate real estate managers to make informed IT decisions.

Corporate real estate managers can use a systematic approach to evaluating hardware and software options to select a solution that better serves business needs.

Corporate real estate managers can use the models in this paper to change how they approach the selection of IT solutions for their business.

The paper fills a void by providing IT assistance specifically for corporate real estate managers using business rather than technical language.

Information technology can either replace human effort and skill or it can complement and enhance it. Computer systems introduced into industry reflect both of these capabilities. In general, the skills replaced by computer systems in industry are mechanical/repetitive skills, although some middle managers are now being by‐passed as large centralised computer systems and networks have made communications between the centre and the periphery more direct and reduced the need for intervening filtering and interpretation. Many computer systems also complement managerial skills by aiding decision making. In the future it is possible that expert systems may replace some managerial skills, but the intuitive and experiential nature of much managerial work makes it unlikely that this replacement will be widespread.

In today's progressive business environment, it is an accepted fact in many firms that the effective management of logistics activities is a prerequisite to overall cost efficiency, and the ability to assure the competitive pricing of products and services. Also, there is a growing tendency among corporate executives to view logistics capabilities as being among the key ways in which the firm can differentiate its products and services from those of its competitors.