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Common Context for Decisions and their Implementations

Author

Listed:
  • Marcos R. S. Borges

    (NCE&IM, Univ. Federal do Rio de Janeiro)

  • José A. Pino

    (Universidad de Chile)

  • Renata M. Araujo

    (NCE&IM, Univ. Federal do Rio de Janeiro
    Universidade Federal do Estado do Rio de Janeiro)

Abstract

Decisions are frequently sent to implementers without the context that guided them. It should not be a surprise, then, that results are not as expected. The lack of supplementary information and a common context produces wrongly implemented or lost decisions. This paper proposes a solution to this problem based on groupware technology. In particular, a combination of tools including shared workspaces, process modeling with workflow and a discussion tool, is proposed. A case is used to illustrate the problem and its solution.

Suggested Citation

  • Marcos R. S. Borges & José A. Pino & Renata M. Araujo, 2006. "Common Context for Decisions and their Implementations," Group Decision and Negotiation, Springer, vol. 15(3), pages 221-242, May.
    • Handle: RePEc:spr:grdene:v:15:y:2006:i:3:d:10.1007_s10726-006-9019-9
    DOI: 10.1007/s10726-006-9019-9
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    References listed on IDEAS

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    1. Argote, Linda & Ingram, Paul, 2000. "Knowledge Transfer: A Basis for Competitive Advantage in Firms," Organizational Behavior and Human Decision Processes, Elsevier, vol. 82(1), pages 150-169, May.
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    3. Meric S. Gertler, 2003. "Tacit knowledge and the economic geography of context, or The undefinable tacitness of being (there)," Journal of Economic Geography, Oxford University Press, vol. 3(1), pages 75-99, January.
    4. Borges, Marcos R. S. & Pino, Jose A. & Valle, Carla, 2005. "Support for decision implementation and follow-up," European Journal of Operational Research, Elsevier, vol. 160(2), pages 336-352, January.
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