This volume explores emerging research and pedagogy in analytics, collaboration, and decision support with an emphasis on business intelligence and social media. In general, the chapters help understand where technology involvement in human decisions is headed. Reading the chapters can help understand the opportunities and threats associated with the use of information technology in decision making. Computing and information technologies are reshaping our global society, but they can potentially reshape it in negative as well as positive ways. Analytics, collaboration and computerized decision support are powerful decision aiding and decision making tools that have enormous potential to impact crisis decision making, regulation of financial systems, healthcare decision making and many more important decision domains. Many information technologies can potentially support, assist and even decide for human decision makers. Despite the potential, some researchers think that we know the answers to how these technologies will change society. The "Wisdom of Crowds" or "Big Data" become the topic of the day and are soon replaced with new marketing terms. In many ways, mobile technology is just another form factor to adapt decision support capabilities too and experiment with new capabilities. The cloud is a nebulous metaphor that adds to the mystery of information technology. Wireless technology enables the ubiquitous presence of analytics and decision support. With new networking capabilities, collaboration is possible anywhere and everywhere using voice, video and text. Documents can be widely shared and massive numbers of documents can be carried on a small tablet computer. Recent developments in technologies impact the processes organizations use to make decisions. In addition, academics are looking for ways to enhance their pedagogy to train students to be more adept in understanding how emerging technology will be used effectively for decision making in organizations. The chapters are based on papers originally reviewed at the Special Interest Group on Decision Support Systems (SIGDSS) Workshop at the 2013 International Conference on Information Systems (ICIS 2013). Ultimately this volume endeavors to find a balance between systematizing what we know, so we can teach our findings from prior research better, and stimulating excitement to move the field in new directions.

Increasingly India, with its expertise in communication technology, is becoming the "global back office" to international supply chains. Many international companies (and examples are legion, but a few examples are IBM, Sony, Exxon/Mobil, etc.) have employed Indian resources to help them with their data, their computerized decision support and their knowledge management. With large corporations opening the path to India, it has allowed a substantial communications and decision-support infrastructure to develop in a number of Indian cities. Therefore, opportunities have emerged for both large and small enterprises in the global market place to utilize these developing Indian resources.

DECISION SUPPORT FOR GLOBAL ENTERPRISES is a volume of a mixture of peer-reviewed and invited papers. The volume will have two primary goals: (1) Stimulate creative and thoughtful discussion between academic research leaders and the practitioner information systems community that will improve both the research and practice in the area. (2) Increase the awareness of the problems and challenges faced by global enterprises that can be met with innovative computerized decision support systems. In addition to the positive aspects, the limitations of these systems and technologies are also explored. Emphasized in the book will be research on the following topics: (1) the emerging enterprise decision making processes and technologies; (2) decision making in uncertain, rapidly changing conditions; (3) the changing infrastructure in organizations and society; (4) the expanding role of web technologies; and (5) emerging theories and practices for managing knowledge and in making decisions.

Digital disruption is accelerating. Implementing a successful digital transformation strategy requires that senior managers make trade-off decisions to reinvent a business. Equally important all decision makers must learn to ask the right questions, use data and computer support in decision making, and increase their knowledge and skills. Creating a data-centric culture and rewarding data-based decision making leads to successful digital transformation. Join the digital journey. This book is targeted at managers, especially middle-level managers who are trying to come to grips with using data-based decision making in a transforming organization. The authors explore a number of broad questions including: How can managers become data-based decision makers? How can digital transformation become part of an organizational strategy? What new skills do managers need to implement digital transformation? How will we know an organization has been successfully transformed?

The data-driven, global business environment requires increasingly sophisticated decision support, analytics and business intelligence. Also, changing technologies including mobile devices and cloud computing have created new opportunities for computerized decision support and an increasing need for technology support of business decision making. Contemporary managers must know much more about information technology solutions and especially computerized decision support, data science and analytics. This book is targeted to busy managers and MBA students who want to grasp the basics of computerized decision support. Some of the topics covered include: What is a decision support system? What is "big data" and how is it useful? What is business intelligence? How can predictive analytics support decision making? What is the impact of decision support on decision making? And how can managers identify opportunities for innovative analytics and decision support? Overall the book addresses 70 major questions relevant to decision support.

Engineering Effective Decision Support Technologies: New Models and Applications presents a collection of the latest research in DMSS and applies those theoretical considerations to best practices in the field. This reference includes empirical case studies and an analysis of new models and perspectives in knowledge management, promoting discussion of DMSS strategies among managers, researchers, and students of information science.

This volume of Annals of Information Systems will acknowledge the twentieth anniversary of the founding of the International Society for Decision Support Systems (ISDSS) by documenting some of the current best practices in teaching and research and envisioning the next twenty years in the decision support systems field. The volume is intended to complement existing DSS literature by offering an outlet for thoughts and research particularly suited to the theme of describing the next twenty years in the area of decision support.

Several subthemes are planned for the volume. One subtheme draws on the assessments of internationally known DSS researchers to evaluate where the field has been and what has been accomplished. A second subtheme of the volume will be describing the current best practices of DSS research and teaching efforts. A third subtheme will be an assessment by top DSS scholars on where the DSS discipline needs to focus in the future. The tone of this volume is one of enthusiasm for the potential contributions to come in the area of DSS; contributions that must incorporate an understanding of what has been accomplished in the past, build on the best practices of today, and be be integrated into future decision making practices.

The primary questions raised by this volume are:

• What will information systems-based decision support entail in twenty years?
• What research is needed to realize the envisioned future of information systems-based decision support?
• How will the teaching of information systems-based decision support change over the next twenty years?
• What are the best practices of teaching in the decision support area that can be leveraged to best disseminate DSS knowledge advances to students and practitioners?

Decision Support Systems: Frequently Asked Questions is the authoritative reference guide to computerized Decision Support Systems. others about computerized Decision Support Systems. Dr. Power is first and foremost a Decision Support evangelist and generalist. From his vantage point as editor of DSSResources.COM, he tracks a broad range of contemporary DSS topics. computerized decision support systems. The FAQ covers a broad range of contemporary topics and the questions are organized into 8 chapters. differ for a Data-Driven DSS? * Is a Data Warehouse a DSS? * Is tax preparation software an example of a DSS? * What do I need to know about Data Warehousing/OLAP? * What is a cost estimation DSS? * What is a Spreadsheet-based DSS? IT specialists, students, professors and managers. It organizes important Ask Dan questions (with answers) published in DSS News from 2000 through 2004.

Decision Support Systems: Frequently Asked Questions is the authoritative reference guide to computerized Decision Support Systems. others about computerized Decision Support Systems. Dr. Power is first and foremost a Decision Support evangelist and generalist. From his vantage point as editor of DSSResources.COM, he tracks a broad range of contemporary DSS topics. In this DSS FAQ, Dr. Power answers 83 frequently asked questions about computerized decision support systems. The FAQ covers a broad range of contemporary topics and the questions are organized into 8 chapters. DSS FAQ helps readers understand questions like: * What is a DSS? * What kind of DSS does Mr. X need? * Does data modeling differ for a Data-Driven DSS? * Is a Data Warehouse a DSS? * Is tax preparation software an example of a DSS? * What do I need to know about Data Warehousing/OLAP? * What is a cost estimation DSS? * What is a Spreadsheet-based DSS? Decision Support Systems: Frequently Asked Questions is a useful resource for IT specialists, students, professors and managers. It organizes important Ask Dan questions (with answers) published in DSS News from 2000 through 2004.

Digital disruption and transformation of industries and organizations has created a need for more agile attitudes, behaviors, and culture. Becoming more agile is important for individuals, teams, and organizations for three major reasons: 1) the requirements for faster, more responsive execution requires a reduction in bureaucratic processes, 2) changing technology environments reward more customer-focused processes, and 3) rapid internal collaboration and communication that is coordinated using technology is both possible and a requirement. One way to explain Agile is with a ""dance"" metaphor. Traditional processes are often a slow bureaucratic dance, like a classic waltz. Slow dancing is an important skill to know, but most of us would not want to do that dance all of the time. Today individuals, teams and organizations should perform and practice a wide variety of dances in appropriate contexts to be successful. Agile processes have various rhythms, rituals, and styles. We all need to learn new dances and we need to dance faster much of the time. Also, we need to be able to change dances in an elegant and seamless way. Despite the heightened interest, many people misunderstand or fail to understand becoming agile and applying agile methods and principles. For what types of projects should we use an Agile process? When is a structured development life cycle approach more appropriate? Some agile project approaches are appropriate for many types of projects and a mix of agile approaches coupled with some traditional approaches can make organizations more agile. Some managers and organizations strive for a contingent or a hybrid approach - a mix of agile and more traditional processes. This book is aimed at students, IT practitioners, and managers who seek answers to these questions and want to better understand agile.

Competition is becoming more intense and decision makers are encountering increasing complexity, rapid change, and higher levels of risk. In many situations, the solution is more and better computerized decision support, especially analytics and business intelligence. Today managers need to learn about and understand computerized decision support. If a business is to succeed, managers must know much more about information technology solutions. This second edition of a powerful introductory book is targeted at busy managers and MBA students who need to grasp the basics of computerized decision support, including the following: What are analytics? What is a decision support system? How can managers identify opportunities to create innovative computerized support? Inside, the author addresses these questions and some 60 more fundamental questions that are key to understanding the rapidly changing realm of computerized decision support. In a short period of time, you'll "get up to speed" on decision support, analytics, and business intelligence.

Because of increasing complexity, rapid change and risk, managers have an obligation to shareholders to learn about and understand computerized decision support systems (DSS). Managers must know much more about information technology solutions and especially computerized decision support. This book is targeted to busy managers and MBA students who need to grasp the basics of computerized decision support. Some of the topics covered include: What is a DSS? What do managers need to know about computerized decision support? And how can managers identify opportunities to create innovative DSS? Overall the book addresses 35 fundamental questions that are relevant to understanding computerized decision support. In a short period of time managers can "get up to speed" on decision support, analytics and business intelligence. The book then provides a quick reference to important recurring questions. The questions are arranged in a logical order from more general questions to more specific, including specialized questions of interest to managers and future managers.