Scholarly record
THE IMPACT OF COMPLX APPLICATIONS AND SYSTEMS ON TECHNOLOGY OF DECISION-MAKING
Abstract
Usage of new complex applications and systems will force most companies to rethink time and human resources, motivate them to automate processes where human intervention can be done or is needed at a minimum. However, safety in the technical world is a serious concern, companies that make any kind of decision cannot skip this aspect. The pace at which new technologies and methods are being adapted is currently based on very rapid external pressures. The current situation in the world is undoubtedly a huge challenge for people, but still, it is encouraging entrepreneurs to digitize their processes, which is happening fast. Most companies in Latvia have provided the use of mobile Internet with portable devices to the most part of all employees. Currently, 99.9% of companies in Latvia use internet, which has been facilitated by the growing sense of security through new solutions. New technological capabilities allow companies to focus on business, profits, cost reduction, transparency, traceability, scalability and availability of options convenient for renewal of using of complex system for technological decision-making. The aim of this study is to assess the impact of complex systems on technological decision making. And while it may seem that the more information we have that provide complex applications and systems, the better decisions we made, research shows that the amount of data does not yet guarantee the information we need. Although technically applications may be different, they have the same goal, enabling managers to make critical data and effective information analysis to make the most logical and informed business decisions. The tasks of the study were to analyse the factors influencing technological decision making and the quality of the decision. The study was conducted using a process of qualitative analysis - content analysis, subjecting the study to written text, such as interviews, experiential research records, scientific publications and other materials, sample content units and coding data to understand the dynamics of the phenomenon under study. The study showed that managers only need to choose a few appropriate tools and a certain number of systems designed to streamline the decision-making process, the information available and the extent of the understanding of the problem. The algorithm does not provide the decision maker with any explanation as to why it is reaching specific conclusions. This is the reason why many managers still do not want to trust the views of applications and systems, even if they are complex.
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References3
Bayrak, A. E., McComb, C., Cagan, J., & Kotovsky, K. (2021). A strategic decision-making architecture toward hybrid teams for dynamic competitive problems. Decision Support Systems, 144
Wang, L., Kunc, M., & Li, J. (2020). Project portfolio implementation under uncertainty and interdependencies: A simulation study of behavioural responses. Journal of the Operational Research Society, 71(9), 1426-1436.
Surie, G. (2020). Strategies for competitiveness in a digital world. Paper presented at the Towards the Digital World and Industry X.0 - Proceedings of the 29th International Conference of the International Association for Management of Technology, IAMOT 2020, 85-102.
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