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COLLABORATIVE DECISION MAKING SOFTWARE

In general collaborative decision making refers to the decision made by a group of people where work is shared among the group, whereas the collaborative decision making software refers to the software application that helps to coordinate and share work among the groups. Under this collaborative decision making software there is a key concept that is making people use this software is Benefits and potential. I am going to work on that section and add the following information in it.

Benefits and Potential

The benefits of the collaborative software starts with Business Intelligence which is also the collaborative decision making (CDM) software. It is typically used to report, analyze, and to provide better and faster fact-based decision making. Web 2.0 is the main platform for the implementation of the collaborative decision making software. Virtual world is also emerging as a platform for collaborative decision making software by conferences and events.[1]Pkotrike (talk) 22:27, 2 October 2016 (UTC)

BENEFITS

Collaboration is working together as a group and developing the social knowledge and hence the collaboration software is also called as social software. Social software has the benefits of improving the relationships, togetherness and collaboration among the labor in the organization and thereby delivering the knowledge that is information oriented. Social software is exceptionally good at the business contexts that facilitates the individuals to get connected, brainstorm, explore the ideas and to encourage and so on. The social software technology creates the business value that can be derived from the clients relationships, product quality, operational effectiveness and also discovering new things. When individuals work as a group there are better chances of solving the problem and easy to make a decision.

The number grows rapidly day to day in the terms of usage of collaborative software technologies. It is because, the usage of the collaborative software can increase the accessibility and decreases the costs in a huge number. There are some companies that actually implemented the real time collaboration tools to support the activities of the virtual teams namely Wells Fargo, Caterpillar, Ford, and ARCO etc., The virtual team concept is one the major benefits of the collaborative software as it saves a tons of millions for the companies whose clients are geographically dispersed but work together using the video conferences.[2] The video conferences which took birth after WEB 2.0 has come into light plays a key role and provides benefits such as: allowing individuals to convey their understanding, augmenting the verbal communications with the gestures, postures and indicating the significance of the conversational pauses.[3]

Benefits of outsourcing is another concept that helps today's global economy as many of the large firms have outsourced almost all of their IT functions. The reason being the factors such as reduced costs, improved productivity, higher quality, customer satisfaction are some of the major benefits of outsourcing. There are challenges along with the benefits as well but the benefits from the outsourcing has the upper hand.[4]

One research suggests that the collaborative software may benefit multi-cultural teams. Benefits of collaborative software exists not just in computing but also in many other managements to facilitate great outcome. It is identified that the impact of the culture is not necessarily the same in all the geographical locations, it is because the research conducted on the western cultures may not be manifest in different cultures under the same circumstances. For example, Kim et al. (1990) report that some incentives used to motivate North American workers can be counterproductive in collectivist cultures.[5]

POTENTIAL

The collaborative decision making software (CDM) has the greater potential to get multiple people in the firm or organization on one stage and collaborate on the displayed data and converse about the interpretation of it. CDM does not care about the isolation analysis where a person in the firm calls over the phone and presents the findings to a group of decision makers but it believes in the group interactions which has great potential and ability to generate more innovative ideas in a creative ways to take action based on the outcome of the data. It is now possible to pull groups which can add valuable insight instantly.[6]

CDM software is also self-documenting which means there is no need to take notes and write down all the information but it is capable to save the work automatically by collecting the information that need to be registered. All the team involved in the decision making process will be responsible and this can avoid the scenario that may take place after the decision been made. The basic principle for the implementation of the team decision making is to use the knowledge of everyone in the team to its full potential. Recent research findings on virtual teams indicates the advantages such as: although the VTs tend to develop effective interactions slowly, they do often reach the level of effectiveness of FACE TO FACE (FTF) teams in the long run,also more favorable outcomes of VTs occur in field teams compared to the experimental teams.[7]Pkotrike (talk) 05:00, 24 October 2016 (UTC)




Freeware

The Freeware is defined for the personal use such as downloading the software program, installing and running the software mainly on one computer on which the software is downloaded then the software is all free. But,the software value changes if the same person is working for a firm and downloads the software on a office computer then it is considered as business use and the office computer will be under the firm name the software will have lot of demands such as it includes the fee for the software, the software is looked as a commercial software, will have to seek permissions.[8]Pkotrike (talk) 03:44, 17 October 2016 (UTC)



References:

  1. ^ Wahl, L., & Kitchel, A. (2016). Internet Based Collaboration Tools. International Journal of E-Collaboration, 12(1), 27-43. doi:10.4018/ijec.2016010103
  2. ^ The Effects of Synchronous Collaborative Technologies on Decision Making: A Study of Virtual Teams,Gary Baker Affiliation: University of Northern Iowa, USA, doi:10.4018/irmj.2002100106
  3. ^ Web-Based Collaboration and Decision Making Support: A Multi-Disciplinary Approach,Nikos Karacapilidis Affiliation: University of Patras, Greece; Manolis Tzagarakis Affiliation: University of Patras, Greece, doi:10.4018/jwltt.2007100102
  4. ^ Risks, Benefits, and Challenges in Global IT Outsourcing: Perspectives and Practices, Subhankar Dhar Affiliation: San Jose State University, USA; Bindu Balakrishnan Affiliation: San Jose State University, USA, doi: 10.4018/jgim.2006070104
  5. ^ Issues, Limitations, and Opportunities in Cross-Cultural Research on Collaborative Software in Information Systems,Dongsong Zhang Affiliation: University of Maryland, Baltimore County, USA; Paul Benjamin Lowry Affiliation: Brigham Young University, USA,doi:10.4018/jgim.2008010103
  6. ^ The rate and potential of capability development trajectories,Scott F Rockart Affiliation: Strategy and Entrepreneurship Area, Kenan-Flagler Business School, University of North Carolina, Chapel HillNorth Carolina, U.S.A.; Nilanjana Dutt Affiliation: Department of Management and Technology, Bocconi University, Milan, Italy, doi:10.1002/smj.2202
  7. ^ Team Decision Making in Virtual and Face-to-Face Environments. Thomas A O’Neill Affiliation: Department of Psychology, University of Calgary, 2500 University Drive, N.W., Calgary, AB, T2N 1N4, Canada, 403-220-5207; Samantha E Hancock Affiliation: Lazaridis School of Business and Economics, Wilfrid Laurier University, 75 University Avenue West, Waterloo, ON, N2L 3C5, Canada; Katarina Zivkov Affiliation: Department of Psychology, University of Calgary, 2500 University Drive, N.W., Calgary, AB, T2N 1N4, Canada; Nicole L Larson Affiliation: Department of Psychology, University of Calgary, 2500 University Drive, N.W., Calgary, AB, T2N 1N4, Canada; Stephanie J Law Affiliation: Department of Psychology, University of Calgary, 2500 University Drive, N.W., Calgary, AB, T2N 1N4, Canada, doi:10.1007/s10726-015-9465-3
  8. ^ Freeware, Susan Hamburger,OCLC No.:5295680214
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