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Decision Support as Knowledge Creation: A Business Intelligence Design Theory

Decision Support as Knowledge Creation: A Business Intelligence Design Theory

David M. Steiger
Copyright: © 2010 |Volume: 1 |Issue: 1 |Pages: 19
ISSN: 1947-3591|EISSN: 1947-3605|ISSN: 1947-3591|EISBN13: 9781616929695|EISSN: 1947-3605|DOI: 10.4018/jbir.2010071703
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MLA

Steiger, David M. "Decision Support as Knowledge Creation: A Business Intelligence Design Theory." IJBIR vol.1, no.1 2010: pp.29-47. http://doi.org/10.4018/jbir.2010071703

APA

Steiger, D. M. (2010). Decision Support as Knowledge Creation: A Business Intelligence Design Theory. International Journal of Business Intelligence Research (IJBIR), 1(1), 29-47. http://doi.org/10.4018/jbir.2010071703

Chicago

Steiger, David M. "Decision Support as Knowledge Creation: A Business Intelligence Design Theory," International Journal of Business Intelligence Research (IJBIR) 1, no.1: 29-47. http://doi.org/10.4018/jbir.2010071703

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Abstract

The primary purpose of decision support systems (DSS) is to improve the quality of decisions. Since decisions are based on an individual’s mental model, improving decision quality is a function of discovering the decision maker’s mental model, and updating and/or enhancing it with new knowledge; that is, the purpose of decision support is knowledge creation. This article suggests that BI techniques can be applied to knowledge creation as an enabling technology. Specifically, the authors propose a business intelligence design theory for DSS as knowledge creation, a prescriptive theory based on Nonaka’s knowledge spiral that indicates how BI can be focused internally on the decision maker to discover and enhance his/her mental model and improve the quality of decisions.

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