Abstract:

Managerial cognition is an integral part of decision making activities in business organizations. Traditional decision support systems that provide support for analytical capabilities of decision makers have enjoyed the continuous attention of academic and practitioner research. An equally important and critical facet, namely the cognitive aspect of managerial decision making has received relatively little attention from the research community. Chen and Lee [1] addressed this gap by proposing an architecture for a cognitive DSS system which is exclusively designed to provide support for cognitive aspects of strategic decision making. This paper operationalizes the cognitive DSS model of Chen and Lee and also extends it by addressing other relevant issues (such as maintaining quality of knowledge, motivating individuals to share knowledge and minimizing risk from the leakage of knowledge) that were not included in their model.