The Community for Technology Leaders
2014 47th Hawaii International Conference on System Sciences (2012)
Maui, Hawaii USA
Jan. 4, 2012 to Jan. 7, 2012
ISBN: 978-0-7695-4525-7
pp: 432-443
ABSTRACT
The emergence of the Enterprise 2.0 technologies indicates that they can provide value to different types of users and potentially different types of value. Many published research explored what these E2.0 tools and applications can offer to organizations, such as collaboration platforms, social networking and user-created content, enhancing their productivity and management among employees. However, little research was devoted to study the effect these tools and applications have on the decision making process. Decision 2.0 has received little attention in literature, especially from the standpoint of making use of the "crowd". Therefore, this paper focuses on this research gap with a case study in an attempt to elucidate and extract knowledge to answer this question "How does decision 2.0 make use of the crowd to support the traditional decision making process and hence add value to organizations through collaboration and collective intelligence?"
INDEX TERMS
Decision 2.0, Case Study, Crowd Sourcing
CITATION
Ahmed Elragal, Ola El-Telbany, "Decision 2.0: An Exploratory Case Study", 2014 47th Hawaii International Conference on System Sciences, vol. 00, no. , pp. 432-443, 2012, doi:10.1109/HICSS.2012.193
102 ms
(Ver 3.3 (11022016))