Pluralistic multi-agent decision support system: a framework and an empirical test
Information and Management
From process logic to business logic: a cognitive approach to business process management
Information and Management
The effect of decision support system expertise on system use behavior and performance
Information and Management
From process logic to business logic-A cognitive approach to business process management
Information and Management
Knowledge matters: Restrictiveness and performance with decision support
Decision Support Systems
Modeling of the market-manufacturing system relationship aiming the product time and cost estimation
ICOSSSE'10 Proceedings of the 9th WSEAS international conference on System science and simulation in engineering
Knowledge management in competitive control of the machining systems
ICOSSSE'10 Proceedings of the 9th WSEAS international conference on System science and simulation in engineering
Decision support for containing pandemic propagation
ACM Transactions on Management Information Systems (TMIS)
Drug prescription behavior and decision support systems
Decision Support Systems
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This research examines how decision makers manage their attentional resources when making a series of interdependent decisions in a real-time environment. Decision strategies for real-time dynamic tasks consist of two main overlapping cognitive activities: monitoring and control. Monitoring refers to decision makers' tracking of key system variables as they work toward arriving at a decision. Control refers to the decision maker's generation, evaluation, and selection of alternative actions. In real-time tasks, these two activities compete for the same attentional resources. The questions that motivate the two studies presented here are: (1) can decision making be improved by increasing individuals' attentional resources, thereby enhancing their ability to monitor the system, and (2) can decision making be improved by providing individuals with feedback and/or feedforward control support? Our findings show that some kinds of cognitive support degrade performance, rather than enhance it. These results indicate that providing support for real-time dynamic decision making may be very difficult, and that designing effective decision aids requires a detailed understanding of the underlying cognitive processes.