Supporting the Decision Implementation Process

  • André Campos
  • Adriana S. Vivacqua
  • Marcos R. S. Borges
Part of the Lecture Notes in Computer Science book series (LNCS, volume 6257)


As the environment becomes competitive, organizations must develop the ability to quickly adapt to changes, becoming flexible and responsive. The decision making process should be quicker and more assertive, leading to action. Organizations need to make the right choices and implement them as decided. It is important that organizations be aware of the implementation of decisions and its impact. Monitoring the implementation of the decision and analyzing its results is the main way of assessing the decisive process itself. Extensive work has been done on decision making, but not on decision implementation. The goal of this research is to increase adherence of the implementation to the decision made. Given that large sums of money are spent on the decision making phase, implementations that do not adhere to the decisions may lead to undesired results, frustrating decision makers. In this paper, we present a method and a system to support decision implementation. With this research, we seek to contribute to the decision making process, specifically during implementation phase.


decision making decision implementation decision follow-up 


Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.


  1. 1.
    High Performance Organizations in a Wicked Problem World,
  2. 2.
    Miles, R., Snow, C.C.: Organizational Strategy, Structure and Process. Stanford Business Books, Stanford (2003)Google Scholar
  3. 3.
    Wu, S., Kotak, D.: Agent-Based Collaborative Project Management System for Distributed Manufacturing. In: IEEE International Conference on Systems, Man and Cybernetics, vol. 2, pp. 1223–1228. IEEE Press, New York (2003)Google Scholar
  4. 4.
    Borges, M.R.S., Pino, J.A., Araujo, R.M.: Bridging the Gap Between Decisions and Their Implementations. In: de Vreede, G.-J., Guerrero, L.A., Marín Raventós, G. (eds.) CRIWG 2004. LNCS, vol. 3198, pp. 153–165. Springer, Heidelberg (2004)Google Scholar
  5. 5.
    Hickson, D., Miller, S.J., Wilson, D.: Planned or Prioritized? Two Options in Managing the Implementation of Strategic Decisions. Journal of Management Studies 40, 1803–1836 (2003)CrossRefGoogle Scholar
  6. 6.
    Nutt, P.C.: How Decision Makers Evaluate Alternatives and the Influence of Complexity. Management Science 44, 1148–1166 (1998)CrossRefGoogle Scholar
  7. 7.
    Dean, J.W., Sharfman, M.P.: Does Decision Process Matter? A Study of Strategic Decision – Making Effectiveness. Academy of Management Journal 39, 368–396 (1996)CrossRefGoogle Scholar
  8. 8.
    Papadakis, V., Barwise, P.: Research on Strategic Decisions: Where Do We Go From Here? In: Papadakis, V., Barwise, P. (eds.) Strategic Decisions, pp. 289–302. Kluwer Academic Publishers, MA (1998)Google Scholar
  9. 9.
    Miller, S., Wilson, D., Hickson, D.: Beyond Planning Strategies for Successfully Implementing Strategic Decisions. Long Range Planning 37, 201–218 (2004)CrossRefGoogle Scholar
  10. 10.
    Hall, T., Wilson, D., Austen, R., Jagielska, D.: Communication: the Neglected Technical Skill? In: Proceedings of the ACM SIGMIS CPR Conference on Computer Personnel Research, pp. 196–202. ACM Press, New York (2007)Google Scholar
  11. 11.
    Cramton, C.D.: The Mutual Knowledge Problem and Its Consequences for Dispersed Collaboration. Organization Science 12, 346–371 (2001)CrossRefGoogle Scholar

Copyright information

© Springer-Verlag Berlin Heidelberg 2010

Authors and Affiliations

  • André Campos
    • 1
  • Adriana S. Vivacqua
    • 1
  • Marcos R. S. Borges
    • 1
  1. 1.PPGI – Graduate Program in Informatics, DCC-IM – Department of Computer Science, Institute of MathematicsUFRJ – Federal University of Rio de Janeiro 

Personalised recommendations