Titlebook: Distributed Decision Making; Christoph Schneeweiss Book 2003Latest edition Springer-Verlag Berlin Heidelberg 2003 Decision Theory.Distribu

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Introductiond by the paradigm of centralized decision making. In fact, rather than following a monolithic approach, distributed decision making has become the predominant methodology of handling complex systems. Democratic structures tend to transfer decision rights to those parts of the society that are actual

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Basic Conceptsucture of a DDM system in mathematical terms. This description culminates in the derivation of the so-called coupling equations (2.5) which will be the starting-point for most of the analysis to be presented in this treatise. Hence, in view of their generic character, the equations are purely concep

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Constructional DDM Systemsare characterized by a team situation holding, however, no private information (see Fig. 2.3). Thus constructional DDM systems are mainly constructed to reduce conceptual and/or computational complexity.

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Organizational DDM Systemsto relax the second part of this condition and investigate levels holding private information. In Section 2.1, these systems were called organizational DDM systems (see also Fig 2.3). Antagonistic behavior will not be analyzed but will be left for the next chapter. Our aim is to provide the reader w

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Organizational Designe hierarchy types defined in Chapter 2 (Fig. 2.3). That is, design problems can involve one or more decision makers, the levels can cooperate as a team, or, at the other extreme, they can behave antagonistically as in a principal agent situation.

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Supply Chain Managementmore or less independent producers that supply each other with raw materials and components and which finally provide a seller with the finished goods. Focusing on just two decision making units (DMUs) within such a network, one simply has a supply link between a producer and a seller or a supplier

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Service Operations within a DDM context. Unlike most of the production of physical goods, service operations tend to involve the customer to a far larger extent. This involvement defines a DDM problem since both the service provider and the recipient contribute to the final ‘product’. Moreover, in many cases services

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General DDM Systems2.3). They were characterized as DDM systems that do not allow the base-level to react. The . of such reactions, however, was anticipated and taken into account by the top-level decision maker. Thus, in general, it turned out to be necessary to carefully estimate and forecast the base-level’s behavi

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Negotiationst to integrate the divisions of a company. We are now investigating negotiations from a more fundamental point of view. Thus, in contrast to the Dantzig/Wolfe coordination scheme, negotiations will not be reduced to a formalized information exchange between the members of a team. In fact, we now inv