Decision-Making and Negotiation in Innovation & Research in Information Science
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Decision‑Making and Negotiation in Innovation & Research in Information Science Maria José Sousa1 · Álvaro Rocha2 Accepted: 3 October 2020 © Springer Nature B.V. 2020
Abstract This Special Issue is dedicated to current issues in Decision-making and Negotiation in Innovation & Research in Information Science. Despite all the research around Decision-making and Negotiation the main theoretical and practical importance of this issue is the focus on studies oriented to innovation & research (I&R) in information science. The purpose is to analyse the decision-making processes for practical problem-solving and to understand the ways information systems can be a trigger in the process. To achieve this objective several articles will present models, tools and frameworks to help improving the decision-making and negotiation processes, and the research findings support the conclusion that information systems can help to achieve better decisions and facilitate the negotiation processes. Keyword Decision-making · Negotiation · Innovation · Research · Information science
1 Introduction Decision-making processes have been studied by several authors (Dhami et al. 2015; Curseu & Schruijer 2012), and it can be considered as a mental process in which human beings make a choice among several alternatives. However, with the increasing complexity of real decision-making problems, decision makers frequently face the challenge of characterizing their preferences in an uncertain context. Decentralised decision-making and real-time response to the unforeseen changes are two important factors that affect the flexibility, required for a production chain to follow demand. The main methodologies that can improve decision-making processes are decision trees, which are traversed and evaluated via user-defined objective
* Maria José Sousa maria.jose.sousa@iscte‑iul.pt 1
Instituto Universitário de Lisboa, Business Research Unit, Lisboa, Portugal
2
ISEG, Universidade de Lisboa, Lisboa, Portugal
13
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M. J. Sousa, Á. Rocha
functions. The real-time information, required for monitoring the system status and for generating valid alternatives, is obtained through integration with information systems (Church et al. 2016; Sabherwal and King 1995). In this context, the strategic potential of information systems is well recognized for practitioners and academics for supporting decision-making processes—Define the problem; Identify conditioning factors; Develop potential alternatives; Analyse the alternatives; Select the best alternative; Implement the decision; Establish a control and evaluation system. Decision Support Systems (Church et al. 2016; Huber 1981) are designed to use rational models for better decision-making processes (Song et al. 2017). A key issue is the access to current, comprehensive, and reliable information for informed decision-making in integrated management processes (Cappel and Windsor 2000). Both technological and institutional responses are important to understanding users’ needs for decision su
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