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Process-Based Decision Support

In: Handbook on Decision Support Systems 2

Author

Listed:
  • Dina Neiger

    (Monash University)

  • Leonid Churilov

    (University of Melbourne)

Abstract

Business decision- and process-modeling methodologies have developed largely independently. The existing lack of cross-discipline integration in the area of business modeling is not only counterproductive for future methodological advances, but also imposes unnecessary limits on the ability of the existing business modeling tools to reflect the complex integrated nature of a business enterprise adequately. Process models underlying integrated business systems are powerful tools addressing organizational efficiency objectives. The ability of a process to meet organizational objectives is a measure of organizational effectiveness. In order to meet both efficiency and effectiveness objectives of the business, it is essential to understand how functional, process, and overall organizational objectives interact. This chapter discusses the relationship between business decision-modeling and process- modeling methodologies and describes how decision support models can be used to enhance enterprise capacity to meet its overall objectives via more-effective business processes.

Suggested Citation

  • Dina Neiger & Leonid Churilov, 2008. "Process-Based Decision Support," International Handbooks on Information Systems, in: Handbook on Decision Support Systems 2, chapter 47, pages 211-237, Springer.
    • Handle: RePEc:spr:ihichp:978-3-540-48716-6_11
    DOI: 10.1007/978-3-540-48716-6_11
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    Cited by:

    1. Durai Sundaramoorthi & Victoria Chen & Jay Rosenberger & Seoung Kim & Deborah Buckley-Behan, 2009. "A data-integrated simulation model to evaluate nurse–patient assignments," Health Care Management Science, Springer, vol. 12(3), pages 252-268, September.

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