Aid knowledge management (KM) and business intelligence (BI) practitioners explore and exploit the Intelligence Age complex venture model focusing on intelligence as an emergent…
Abstract
Purpose
Aid knowledge management (KM) and business intelligence (BI) practitioners explore and exploit the Intelligence Age complex venture model focusing on intelligence as an emergent behavior. The paper aims to extend the discrete model used by classical system engineering (SE) for a wisdom, knowledge, information, data, and measurement (WKIDM) pyramid to add a wrapper of emergent intelligence to support successful decision making and implementation.
Design/methodology/approach
Building on previous theoretical complex venture work, this research explores the value of extending the WKIDM or “Knowledge Pyramid” model proposed by classical SE and KM approaches. The resultant IWKIDM model builds on the insights derived from chaos and complexity theories; KM research; observations of several acquisition successes and failures; and doctoral research on agile enterprise decision support.
Findings
The paper finds that successful classical SE complicated systems models built with the closed system assumptions of linearity, predictability, and context independence do not scale to the needed open system Intelligence Age solutions. It is necessary to build on a Complex Venture model that guides the engineering solutions that: leverage emergent behavior insights to develop an improved intelligence model for the interaction of complex venture intellectual capital (i.e., self‐organizing agents) with the WKIDM pyramid entities and the intelligence products consumer context; and examine WKIDM pyramid levels of abstraction for detachable and complex representations (e.g., explicit versus tacit knowledge).
Originality/value
A complex venture conceptual model informs the architecture and systems engineering acquisition practices for new solution category to empower the venture's intellectual capital to produce needed emergent intelligence.
Details
Keywords
The purpose of this study is to identify and prioritize 30 decision support capabilities. Not limited to quantitative analysis techniques, the highest priority capabilities…
Abstract
Purpose
The purpose of this study is to identify and prioritize 30 decision support capabilities. Not limited to quantitative analysis techniques, the highest priority capabilities included explicit knowledge access and reliability, timely risk management, ability to communicate decisions and learn from their implementation.
Design/methodology/approach
To meet the needs of AKEs, it is critical developers implement the right capabilities. This requires a unified approach that identifies a complementary decision support set of capabilities. Using a triangulation approach of qualitative architecting and quantitative survey processes, this study evaluates enterprise‐specific operating environment and business models. It expands the integrated informed decision cycle model to identify decision making, decision implementation, and knowledge management‐related capabilities.
Findings
Agile knowledge‐based enterprises (AKEs) drive a need for a more aware, inclusive, and responsive decision support system. Goldman et al. observe that organizations are responding to these needs in a piecemeal fashion. Although significant research exists on knowledge management, decision analysis, and other decision support applications, Vahidov and Kersten assert that researchers and developers lack a unified decision‐support approach. Without such an overarching framework for identification and evaluation of needed capabilities, investment choices can provide incompatible or wrong capabilities with substantial chance of missing needed capabilities. All of these situations lessen the return on investment expected from a unified approach.
Originality/value
The combined capability set informs organization infrastructure investment for future evaluation and development of decision support.
Details
Keywords
This paper seeks to explore new complex venture approaches needed because the classical twentieth century system engineering model does not accommodate the complexities of…
Abstract
Purpose
This paper seeks to explore new complex venture approaches needed because the classical twentieth century system engineering model does not accommodate the complexities of twenty‐first century ventures, especially those with significant knowledge management components.
Design/methodology/approach
A complexity literature review was performed to identify the attributes of complex ventures. Then the fundamental differences in defining, developing, and implementing complicated traditional systems and complex ventures were explored. The resultant complex venture model builds on the insights derived from chaos and complexity theories; observations of several acquisition successes and failures; and doctoral research on agile enterprise decision support.
Findings
Successful traditional systems engineering complicated systems models' built‐in assumptions do not scale to the needed twenty‐first century complex solutions. It is necessary to develop a complex venture model that guides the engineering solutions that: describe complex ventures as flows of intelligence, energy and matter provide value in a dynamic co‐evolving context; provide leadership, not control, with clear and consistent venture‐wide vision that guides empowered individual agent decision making; institute tiered situationally‐aware decision making in both time and place; address factors (material and non‐material) contributing to solution success; provide for rapidly changing context and the co‐evolutionary ventures, including unexpected users, uses, and implementations.
Originality/value
A complex venture conceptual model informs the architecting and systems engineering acquisition practices for this new solution category.
Details
Keywords
In the 1970s, the United States Congress enacted two statutes that have had dramatic and far‐reaching effects on the education of handicapped children by public schools. These two…
Abstract
In the 1970s, the United States Congress enacted two statutes that have had dramatic and far‐reaching effects on the education of handicapped children by public schools. These two laws, Section 504 of the Rehabilitation Act of 1973 and the Education For All Handicapped Children Act of 1975 (known as Public Law 94–142), have required local public school agencies to provide new eductional programs for thousands of handicapped children not previously served by the public schools. Counselors, principals, and teachers were quickly informed of the law's requirements and willingly began the task of main‐streaming and assimilating these children into various curricula. Their physical needs were attended to rapidly; their societal and emotional needs, unfortunately, lagged behind. Within the past seven years, there has been an increase in books, articles, and films specifically addressed to counseling the handicapped. Unlike past literature which focused only on the vocational aspect of rehabilitation counseling, current writing emphasizes personal counseling meant to assist a disabled child to participate fully in the problems and joys of daily living.