Management expert systems (M.E.S.): A framework for development and implementation

Moser, Jorge; Christoph, Richard T.

doi:10.1016/0306-4573(87)90035-5

Cited by 12 publications

(2 citation statements)

References 7 publications

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“…While the majority of early knowledge-based systems for business were involved in production and operations systems, increasing attention is being paid to management decision support systems. Bramer, (1988); Humpert and Holley, (1988), Lasher (1988), Mockler (1989), Moser and Christoph (1987), Weitzel and Andrews (1988), and the newsletters Expert Systems Review for Business and Accounting and Expert Systems Strategies provide descriptions of many such knowledge-based management decision support systems.…”

Section: General Decision-making Models General Decision-making Model...mentioning

confidence: 99%

An Integrative Management Approach to Developing Knowledge-Based Systems for Management Decision Making

Mockler

Dologite

1989

Journal of Organizational and End User Computing

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As knowledge-based systems technology is extended further into the management decision-making area, researchers and practitioners are finding that the complexity of many management decision areas dictates using a more systematically focused approach. In addition, it is proving useful to use approaches that more exactly mimic the way an expert acquires expertise on the job. This article describes a conceptual framework for structuring knowledge-based management decision-making systems projects in a way that promotes a more realistic and focused approach to such systems development within the context of larger, longer-term system development. The approach achieves three objectives: It facilitates development of many smaller useful, working knowledge-based systems today; at the same time, it builds a structure and base for developing larger and more complex systems for management decision making over a longer term and for future research; and, it provides an approach that more closely replicates the process by which many human experts actually develop expertise, helping to facilitate the knowledge acquisition and improve the quality of the knowledge representation. Channels Coverage Locations

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Section: General Decision-making Models General Decision-making Model...mentioning

confidence: 99%

An Integrative Management Approach to Developing Knowledge-Based Systems for Management Decision Making

Mockler

Dologite

1989

Journal of Organizational and End User Computing

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“…); the development framework(Moser & Christoph 1987); the ES paradigm to solve managerial tasks in the field of organizational behavior(Blaming 1987b); and the impact of MES in organizations(O'Leary & Turban 1987).…”

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confidence: 99%

Human resource management expert systems technology

Byun

Suh

1994

Expert Systems

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This paper provides human resource managers with important guidelines when applying expert systems to human resource domains, by reviewing system characteristics, potential benefits and limitations, and appropriate domains to be selected, based on the literature. Structural and procedural aspects of expert systems development in human resource management (represented by a wheel model) and problem descriptions of each expert system respectively are important research results in this paper. We also show semantic networks or semantic nets used for a knowledge representation methodology on such major human resource management activities as human resource planning, recruiting, compensation and labor-management relations. Knowledge representation is a key component in the development stages of expert systems.

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Impacts of artificial intelligence on organizational decision making

Lawrence

1991

Behavioral Decision Making

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Of all of the new technologies emerging in the late 20th century, the production of artificial intelligence may provide the most profound impacts on organizational decision making. Because the development of artificial intelligence technologies and models has largely been based on psychological models of human cognition, the effects of their implementation in complex social settings have not been thoroughly examined. This paper is an attempt to generate research which will develop a comprehensive understanding of the impacts of artificial intelligence and its role in complex organizations. A set of 11 hypotheses has been developed which examine the relationships between artificial intelligence technologies and the dimensions of organizational decision making. It is argued here that the implementation of expert systems will lead to less complex and political decision processes, while the implementation of natural language systems will lead to more complex and political decision processes.KEY WORDS Artificial Intelligence Organizational decision making Power and politics.

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Management expert systems (M.E.S.): A framework for development and implementation

Cited by 12 publications

References 7 publications

An Integrative Management Approach to Developing Knowledge-Based Systems for Management Decision Making

An Integrative Management Approach to Developing Knowledge-Based Systems for Management Decision Making

Human resource management expert systems technology

Impacts of artificial intelligence on organizational decision making

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