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An Intelligent Distributed System for Strategic Decision Making

Author

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  • Suzanne Pinson

    (LAMSADE, Universite Paris-Dauphine)

  • Pavlos MoraÏtis

    (LAMSADE, Universite Paris-Dauphine)

Abstract

The decision-making process in strategic planning is often too complex to be handled by conventional methods. Strategic planning problems (building new plans, new product planning, etc.) belong to the class of problems called ill-structured by H. Simon. They involve a decomposition of the main problem into a set of subproblems, a reasoning process at the subproblem level, and then a coordinated and aggregated process to build a global solution. Because partial solutions are generated without having a complete view of the global objective, this type of decision-making process very often generates incoherent and contradictory hypotheses and actions. Therefore, the main problem is to find a way to achieve coherence and coordination among decisions made locally by different agents, at different levels. Recent advances in Artificial Intelligence, particularly in the field of multi-agent theory, offer great promises in modeling strategic planning processes. In this article we present a general framework called 'A Coherent Plan of Coordinated Actions (CPCA)' for building intelligent distributed strategic decision making systems which integrates advances in both distributed decision making and Distributed Artificial Intelligence. We then describe a multi-blackboard system, ARISTOTE, which is aimed at helping corporate managers address the feasibility and coherence of a plan of actions.

Suggested Citation

  • Suzanne Pinson & Pavlos MoraÏtis, 1997. "An Intelligent Distributed System for Strategic Decision Making," Group Decision and Negotiation, Springer, vol. 6(1), pages 77-108, January.
    • Handle: RePEc:spr:grdene:v:6:y:1997:i:1:d:10.1023_a:1008640625674
    DOI: 10.1023/A:1008640625674
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    References listed on IDEAS

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    1. Paul C. Nutt, 1993. "The Identification of Solution Ideas During Organizational Decision Making," Management Science, INFORMS, vol. 39(9), pages 1071-1085, September.
    2. J. Scott Armstrong, 1982. "The value of formal planning for strategic decisions: Review of empirical research," Strategic Management Journal, Wiley Blackwell, vol. 3(3), pages 197-211, July.
    3. Melvin F. Shakun, 1991. "Airline Buyout: Evolutionary Systems Design and Problem Restructuring in Group Decision and Negotiation," Management Science, INFORMS, vol. 37(10), pages 1291-1303, October.
    4. Chung, CH & Lang, JR & Shaw, KN, 1989. "An approach for developing support systems for strategic decision making in business," Omega, Elsevier, vol. 17(2), pages 135-146.
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    Cited by:

    1. Wright, George & Cairns, George & O'Brien, Frances A. & Goodwin, Paul, 2019. "Scenario analysis to support decision making in addressing wicked problems: Pitfalls and potential," European Journal of Operational Research, Elsevier, vol. 278(1), pages 3-19.
    2. Christoph Keding, 2021. "Understanding the interplay of artificial intelligence and strategic management: four decades of research in review," Management Review Quarterly, Springer, vol. 71(1), pages 91-134, February.

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