Improving Environmental Scanning Systems Using Bayesian Networks

Welter, Simon; Mayer, Jörg H.; Quick, Reiner

doi:10.1007/bf03342749

Cited by 4 publications

(4 citation statements)

References 71 publications

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“…The former category refers to applications that are created implicitly, meaning that they all statistically learn from experience and are thus not completely predictable, error-free, or explainable. The second cluster includes mathematical and statistical approaches, although researchers sometimes do not agree with or even mention them as being AI (e.g., Simon 1995;Welter et al 2013;Haruvy et al 2019). These applications are also called logical rules and knowledge representation, based on rules that human programmers provide to computers, often with the goal of automation (Surden 2019), leading to systems that are predictable and explainable with strict and known abilities (Bolander 2019).…”

Section: Ai Applicationsmentioning

confidence: 99%

On the current state of combining human and artificial intelligence for strategic organizational decision making

Trunk

Birkel

Hartmann

2020

Bus Res

104

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Strategic organizational decision making in today’s complex world is a dynamic process characterized by uncertainty. Therefore, diverse groups of responsible employees deal with the large amount and variety of information, which must be acquired and interpreted correctly to deduce adequate alternatives. The technological potential of artificial intelligence (AI) is expected to offer further support, although research in this regard is still developing. However, as the technology is designed to have capabilities beyond those of traditional machines, the effects on the division of tasks and the definition of roles established in the current human–machine relationship are discussed with increasing awareness. Based on a systematic literature review, combined with content analysis, this article provides an overview of the possibilities that current research identifies for integrating AI into organizational decision making under uncertainty. The findings are summarized in a conceptual model that first explains how humans can use AI for decision making under uncertainty and then identifies the challenges, pre-conditions, and consequences that must be considered. While research on organizational structures, the choice of AI application, and the possibilities of knowledge management is extensive, a clear recommendation for ethical frameworks, despite being defined as a crucial foundation, is missing. In addition, AI, other than traditional machines, can amplify problems inherent in the decision-making process rather than help to reduce them. As a result, the human responsibility increases, while the capabilities needed to use the technology differ from other machines, thus making education necessary. These findings make the study valuable for both researchers and practitioners.

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Section: Ai Applicationsmentioning

confidence: 99%

On the current state of combining human and artificial intelligence for strategic organizational decision making

Trunk

Birkel

Hartmann

2020

Bus Res

104

View full text Add to dashboard Cite

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“…The DSR methodology has commonly been applied by prior research to develop organizational decision instruments (Welter et al 2013;Cleven et al 2014;Afflerbach et al 2016;Lehnert et al 2016). We consider the construction of an AHP hierarchy a DSR task (and not a routine design task) for two reasons (Hevner et al 2004).…”

Section: Ahp Hierarchy As Dsr Artifactmentioning

confidence: 99%

Development of an AHP hierarchy for managing omnichannel capabilities: a design science research approach

Wulf

2019

Bus Res

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Because of the importance of omnichannel services in today's consumer markets, B2C organizations have a high demand for management instruments that support the organizational development of omnichannel capabilities. Prior literature acknowledges that the shift to omnichannel paradigm demands not only technological modifications but also an organizational transformation. However, it remains unclear which capabilities an organization requires and how they can be developed. We address this research gap and construct an analytic hierarchy process (AHP) hierarchy by applying design science research methodology. The developed AHP hierarchy supports capability management in the knowledge acquisition phase. The availability of this hierarchy further is a precondition for implementing an AHP method that supports the selection and steering of projects for omnichannel capability development or the comparison of organizations' capability maturities. We conduct a hierarchy construction procedure that includes various qualitative research methods (focus group, cross-interview analysis, multiple case studies). We demonstrate and evaluate the AHP hierarchy at a global automobile manufacturer, which involved in-depth interviews and a workshop with six executive managers. With our results, we contribute to research on omnichannel management by introducing an instrument that supports omnichannel capability management in B2C organizations during the knowledge acquisition phase.

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“…Indeed the environmental scanning, is becoming critical for all types of organizations to survive and remain successful. A case in recent times is the 2008/2009 economic crisis which provided a strong impulse for companies to focus earlier on emerging threats and opportunities (Welter, Mayer & Quick 2013). The main functions of such scanning systems are to gather, interpret, and use pertinent information about events, trends, and relationships in an organization's environment to assist management in planning the future course of action (Aguilar 1967;Welter, Mayer & Quick, 2013).…”

Section: Background Of the Studymentioning

confidence: 99%

“…A case in recent times is the 2008/2009 economic crisis which provided a strong impulse for companies to focus earlier on emerging threats and opportunities (Welter, Mayer & Quick 2013). The main functions of such scanning systems are to gather, interpret, and use pertinent information about events, trends, and relationships in an organization's environment to assist management in planning the future course of action (Aguilar 1967;Welter, Mayer & Quick, 2013). Organizations have to closely monitor their task and remote environments, and use the acquired environmental information to assist in tactical and strategic decision making.…”

Section: Background Of the Studymentioning

confidence: 99%

Influence of Organizational Strategy on to Environmental Scanning of Organizations in Manufacturing Sector

Wambua

2016

strategicjournals.com

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In today's business environment, competition is order of the day. Any business that is not aware of its environment is bound to run into some crises that will definitely arise from the increasing complexity of the environment in which such business operates. Environmental scanning is the tool used in analysis of the environment and its effectiveness depends on some underlying factors.The purpose of this study was to investigate some of these factors affecting the environmental scanning of organization using Kenya Breweries Limited as a case study. The research problem was studied through the use of a case study research design. The target population of this study was the staff working at Kenya Breweries Limited. A sample of staff drawn from the population of 250 management staff comprising of the top, middle and low level management ranks. Using stratified sampling techniques a sample of 75 respondents was drawn. Primary data was collected through the use of questionnaires. A pilot study was undertaken on eight to test the reliability and validity of the questionnaire. Data was analyzed using descriptive statistical tools and inferential statistical tools were used to determine the relationships between the various variables.From the findings the independent factors under study greatly affected the environmental scanning activity accounting for 87.5 % of variation of environmental scanning. The results of the ANOVA test showed that the independent variables are important in predicting Environment Scanning.

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Improving Environmental Scanning Systems Using Bayesian Networks

Cited by 4 publications

References 71 publications

On the current state of combining human and artificial intelligence for strategic organizational decision making

On the current state of combining human and artificial intelligence for strategic organizational decision making

Development of an AHP hierarchy for managing omnichannel capabilities: a design science research approach

Influence of Organizational Strategy on to Environmental Scanning of Organizations in Manufacturing Sector

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