Data quality: Setting organizational policies

Strategy Pattern Creation in Forest Planning in Swedish Forest-Owning Companies

“…Except from the reasons that Storey et al [16] give in their study, discussed in the previous paragraph, this may also be due to a lack of communication and trust between the two groups. However, it could also be due to a mismatch in how information is presented in the TB, or to organizational culture.…”

“…When the people who collect data are not the same as those who use it, i.e., the decision makers, the quality of the data tends to suffer unless there is an awareness that it must be of high quality. If this awareness is lacking, workers within the organization often make decisions that might be optimal for their individual unit but is disadvantageous for the organization as a whole [14][15][16]. In other words there is a risk that the acceptance of errors may limit the company's ability to establish a competitive advantage.…”

Identifying Product and Process State Drivers in Manufacturing Systems Using Supervised Machine Learning

“…3.1. However, IM is closely connected to the quality of the data and information to be managed (Storey et al 2012). highlight that the "product" information and data management is representing a key aspect of product centric and product driven approaches, also emphasizing a strong overlap between the two areas.…”

“…It can be additionally described as the adequacy for the relevant data processing application (Naumann 2007). Poor data quality can be a major cause for damages and losses on organizational processes (Storey et al 2012). To avoid the damages and losses data quality problems and solutions should be considered as early as possible, best at the design stage of the information system (Storey et al 2012).…”

Barriers to Predictive Analytics Use for Policy Decision-Making Effectiveness in Turbulent Times: A Case Study of Fukushima Nuclear Accident

“…Both Fukuyama in his book and Prime Minister in his book [29] expressed their high-level frustration with the lack of competence of the TEPCO Fellow and other nuclear technology experts in informing the policy makers. This may be interpreted as the presence of PB or the problem of extant knowledge divide between TEPCO and the Japanese policy makers, hence hindering cognitive absorptive capacity [1], knowledge sharing [49] and trust in data quality [47].…”