Developing Practical Decision Support Tools Using Dashboards of Information

Frédéric Adam and Jean-Charles Pomerol
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Frédéric Adam: University College Cork
Jean-Charles Pomerol: Université Pierre et Marie Curie

Chapter 44 in Handbook on Decision Support Systems 2, 2008, pp 151-173 from Springer

Abstract: Abstract Over 50 years of research on how to support managers’ decision making, numerous solutions have been proposed under a variety of banners, as discussed in the contributions presented in this book. One of the recent terms to have been proposed is Business Inteligence (BI), which aims at leveraging new technologies for the gathering, presentation, and analysis of up-to-date data about the firm’s operations to top management. BI is largely distinguished from previous concepts by its reliance on new platforms and technologies (for instance web technologies) to provide nimbler solutions, more responsive to managerial needs than earlier types of systems. As part of BI, the concept of dashboards of information or digital dashboards has been revisited, notably by software vendors. This chapter explains in detail what dashboards of information are and how to develop them. It considers where business data come from and how to use them to support decision making with a dashboard. Using the concept of cognitive levels, it differentiates between different types of aplications of the dashboard concept. Finally, the chapter aspects of its activities and concludes presents an illustrative case study of a firm seeking to develop a nimble tool for measuring and understanding the key that it is the content of the dashboard and the context in which it is used that are the key elements in the process of developing a dashboard.

Keywords: Decision Support System; Parent Company; Business Intelligence; Reputation System; Balance Scorecard (search for similar items in EconPapers)
Date: 2008
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DOI: 10.1007/978-3-540-48716-6_8

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