Human-Centric Decision-Making Models for Social Sciences
The volume delivers a wealth of effective methods to deal with various types of uncertainty inherently existing in human-centric decision problems. It elaborates on comprehensive decision frameworks to handle different decision scenarios, which help
- PDF / 6,549,918 Bytes
- 418 Pages / 453.543 x 683.15 pts Page_size
- 76 Downloads / 186 Views
Peijun Guo Witold Pedrycz Editors
Human-Centric Decision-Making Models for Social Sciences
Studies in Computational Intelligence Volume 502
Series Editor J. Kacprzyk, Warsaw, Poland
For further volumes: http://www.springer.com/series/7092
Peijun Guo Witold Pedrycz •
Editors
Human-Centric Decision-Making Models for Social Sciences
123
Editors Peijun Guo Faculty of Business Administration Yokohama National University Yokohama Japan
ISSN 1860-949X ISBN 978-3-642-39306-8 DOI 10.1007/978-3-642-39307-5
Witold Pedrycz Department of Electrical and Computer Engineering University of Alberta Edmonton Canada
ISSN 1860-9503 (electronic) ISBN 978-3-642-39307-5 (eBook)
Springer Heidelberg New York Dordrecht London Library of Congress Control Number: 2013950372 Springer-Verlag Berlin Heidelberg 2014 This work is subject to copyright. All rights are reserved by the Publisher, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmission or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed. Exempted from this legal reservation are brief excerpts in connection with reviews or scholarly analysis or material supplied specifically for the purpose of being entered and executed on a computer system, for exclusive use by the purchaser of the work. Duplication of this publication or parts thereof is permitted only under the provisions of the Copyright Law of the Publisher’s location, in its current version, and permission for use must always be obtained from Springer. Permissions for use may be obtained through RightsLink at the Copyright Clearance Center. Violations are liable to prosecution under the respective Copyright Law. The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use. While the advice and information in this book are believed to be true and accurate at the date of publication, neither the authors nor the editors nor the publisher can accept any legal responsibility for any errors or omissions that may be made. The publisher makes no warranty, express or implied, with respect to the material contained herein. Printed on acid-free paper Springer is part of Springer Science+Business Media (www.springer.com)
Preface
Decision making in business, economics, and social sciences is omnipresent yet at the same time it becomes highly difficult to comprehend and model human mental processes. In general, in spite of their diversity the decision problems exhibit a number of highly visible features: • the objective of the decision problem is ambiguous; • the problem structure describing the relationship among sub-problems might be
Data Loading...
