Conceptuel Model:

 A conceptual model is an abstract representation of a system or a set of concepts that

helps people understand and communicate about that system. It is not a detailed design
or blueprint but rather a high-level representation that captures the essential features
and relationships within a system.
 In various fields, conceptual models can be used to simplify complex systems and aid
in the development, communication, and understanding of ideas.

Conceptual Model of the Relationship between “Knowledge

Management” and “Decision Support Systems”:

- Knowledge Management (KM): This involves the processes, strategies, and technologies
used by an organization to capture, organize, and apply its collective knowledge to achieve its
objectives.
- Decision Support System (DSS): A DSS is a computer-based information system that
supports business or organizational decision-making activities. It helps users analyze and
interpret data and provides support for making informed decisions.
- Conceptual Model:
 A conceptual model illustrating the relationship between Knowledge Management and
Decision Support Systems would highlight how knowledge is managed within an
organization and how it contributes to decision-making processes through the use of
DSS.
 This conceptual model would highlight the interdependence and synergy between
effective knowledge management and the successful implementation of decision
support systems within an organizational context.

Methodology:
Certainly, let's break down the methodology into steps for elaborating a conceptual model
illustrating the relationship between Knowledge Management (KM) and Decision Support
Systems (DSS):
Methodology: Elaborating a Conceptual Model for the KM-DSS Relationship
1. Define Objectives:
Clearly articulate the objectives of the conceptual model. Understand the specific aspects of
the relationship between KM and DSS that you aim to represent.
2. Review Relevant Literature:
Conduct a literature review to understand established theories, frameworks, and models
related to Knowledge Management and Decision Support Systems. This helps in grounding
your conceptual model in existing knowledge.
3. Identify Key Components:
For the KM conceptual model, identify key components such as knowledge creation, storage,
retrieval, and distribution. For the DSS conceptual model, focus on elements like data input,
analytical tools, modeling techniques, and output interfaces.
4. Develop KM Conceptual Model:
Use scientific language to describe each component of the Knowledge Management model.
Consider the life cycle of knowledge, organizational processes, and technologies involved in
managing knowledge assets. Incorporate relevant KM theories and practices.
5. Develop DSS Conceptual Model:
Apply a similar approach to articulate the components of the Decision Support Systems
model. Detail how data is transformed into actionable insights, the role of analytical tools, and
the overall architecture of the DSS. Reference established DSS frameworks.
6. Integration of Models:
Identify the points of intersection between the KM and DSS models. Illustrate how
knowledge flows from KM processes to DSS inputs. Highlight the feedback loops and
mechanisms that facilitate continuous improvement in both knowledge management and
decision support.
7. Scientific Terminology:
Use established terms and concepts from the literature to communicate the ideas effectively.
Be clear and concise in describing each component and its relationship within the models.
8. Visualization:
Utilize visual aids such as diagrams, flowcharts, or graphs to represent the conceptual model.
Visuals enhance the clarity and understanding of the complex relationships between KM and
DSS components.
By following these steps, I can systematically develop a scientifically grounded
conceptual model that effectively illustrates the intricate relationship between Knowledge
Management and Decision Support Systems.
 Review Relevant Literature of Knowledge Management ‘KMS’ :
the 1st Review :

Figure 1 Proposed model-Science of Computer Programming 95

(2014)

Observations And Syntheses based on this Review :

This KM Conceptual Model is proposed. This model encompasses activities of knowledge
creation, knowledge sharing, and knowledge representation and retrieval, which were
identified as needed for KM implementations (Fig. 1). The model fuses two KM modeling
approaches: network model and repository model . Network model aims at using the power of
information and communication technologies to support the flow of knowledge in
organizational settings and among networks of knowledge domains. Repository model aims at
knowledge codification (i.e. creation and maintenance of explicit knowledge). The result is a
KMS that uses information and communication technologies to support knowledge sharing
and knowledge creation activities, and a distributed organizational memory to support
knowledge representation and retrieval activities.
The model aims at covering the set of requirements identified as necessary to neutralize most
common failure factors in KM implementations. Specifically, this model was developed to
support integration between KM technological and social aspects, linking activities that are
commonly associated with such management to other organizational processes of highly
social nature, e.g. learning, teaching, coaching, etc.
Applying the proposed model involves a survey of organizational knowledge domains and
thus the awareness of knowledge generated and possessed by the organization and
communities. This awareness allows the alignment of KM initiative with strategy and
organizational culture
The model core is an organizational structure made up of practice and communities of
knowledge that enables creation, use, and distribution of knowledge. These KM processes are
dealt with by management tasks that must be implemented by organizational decision levels
with an appropriate use of technology .
Technologies were exploited by the KM model for knowledge creation, distribution, and
representation and retrieval processes. A distributed organizational memory technically
supports these processes by implementing a KMS for each knowledge domain identified in
the organization. This organizational memory constitutes support for several features of the
KM model. The distributed scheme allows for the implementation of a knowledge network
made up of knowledge domains within the organization, respecting the natural distribution of
knowledge.
The ontological model of each organizational domain knowledge provides proper
representation and context for knowledge objects. The workload involved in eliciting
knowledge to contribute to organizational memory is minimized by developing strategies that
support the incorporation of knowledge objects into organizational memory.
Finally, by processing natural language queries, interaction with organizational memory is
user-friendly and transparent, facilitating its use by workers .

the 2nd Review :

Figure 2 Knowledge Management Model chosen for the Company

Observations And Syntheses based on this Review :

This design of the Knowledge Management System is aimed at an organization which fulfils
the role of liquidating claims of damages or losses in the Chilean insurance market. The
company's name is "Network of Damage Adjusters" (RAS). RAS is an organization that is
characterized by its innovative approach, allowing the development of new features in its ERP
System, in order to adapt it to their operational needs, to improve their corporate processes
and to add value to the attention of all its customers. A strategic knowledge creation model
has been chosen, considering the four stages of knowledge transformation: socialization,
externalization, combination, and internalization, also incorporating the cultural factor, the
detection of opportunities and the proposal for added value. The design criterions of the
model are: mobility of knowledge (tacit knowledge into explicit); focus on the shared context
(BA) ensuring a continuous organizational learning; relevance of the participants in the
process, considering the commitment and capacity of individual, group, and organization to
create, socialize, store and analyze distributed knowledge. Finally, focus on technological
supports as the ability to store and transfer knowledge (tacit-explicit relationship) through
virtual systems and spaces. Fig. 2. shows the knowledge management model chosen for the
insurance company, which contains the knowledge creation process, which cyclical behavior
allows the mutual interaction of people with technology.
The individual, as knowledge-creating agent is a carrier of expertise and instructs those who
do not possess it. With explicit knowledge, it is possible to establish culture, through trust,
communication, and exchange of experiences, personal development, and decision-making,
opportunities detection and value addition. For this, it should be taken into account that the
appropriation of knowledge is given through learning, so the ability to increase the knowledge
stock will depend in part on the ability of the person or organization to teach.

the 3rd Review :

 Figure 3 From individual knowledge organizational knowledge

Observations And Syntheses based on this Review :

This model presented in this section takes into account that individual knowledge is the
starting point for organisational knowledge creation, and since information is the raw material
from which individual knowledge stems, it comprises the basis of knowledge organisation .
Davenport et al. complement that individuals’ knowledge arises from the combination of
information, interpretation, reflection and experience within a certain context. On must
consider also the importance of connecting new information with existing knowledge and
combining different sorts of know-how . Hence, an individual’s knowledge is created when
information goes through an internal process involving interpretation, reflection and
connection between new information and his existing knowledge so as to be applied in a new
situation or context. In order to encourage individuals to process information to create
knowledge, such learning process must be meaningful. According to Peres-Bustamante , a
clear view of the knowledge to be developed is necessary to stimulate commitment to its
creation and operationalisation. A shared view works as a mental map that guides individuals
in three correlated areas:
(1) The world in which they live.
(2) The world in which they must live.
(3) Knowledge that needs to be developed in order to follow the pathway between these two
worlds.
To create organisational knowledge, individual knowledge (located in two dimensions, a tacit
dimension and an explicit dimension) must be externalised. Organisational knowledge
creation occurs through the combined conversion of such two dimensions, according to
Nonaka and Takeuchi , thus promoting group learning and dissemination to all organisational
levels. The process of transforming information into knowledge takes place in the individual’s
internal levels, involving reflection, interpretation and connection for later practical
experimentation in a certain context .
The organisation’s endeavours to collect and provide information do not ensure individual
access and processing. However, actions that stimulate access and induce information
processing are essential to turn such practices into natural attitudes to be incorporated by the
organisational culture. Individual knowledge must be transferred to other individuals and
groups in order to promote organisational knowledge. To be transferred, knowledge must be
externalised by those possessing it and internalised by those lacking it, which particularly
applies to tacit knowledge, as its imitation by competitors is difficult. As previously
mentioned, the transformation of individual knowledge into organisational knowledge occurs
by socialisation, externalisation, internalisation and combination. Such process may take place
from person to person, from a person to groups, or intra-groups. The two latter forms are more
efficient as they make knowledge dissemination more agile. Once created, organisational
knowledge depositories will contribute to the development of more individual knowledge,
thus composing a virtuous circle. The result of this process must be the combination and
transformation of generated knowledge into competent actions. Admitting that individual
knowledge and competencies are difficult to control, the organisation must align strategies,
policies and actions with organisational goals. It will, then, be able to create adequate
structures and co-operative environments as well as to stimulate favourable relationships for
developing the necessary knowledge to achieve such goals. The purpose of KM is, therefore,
to implement actions in order to supply the bases for organisational knowledge, thus
promoting the achievement of the process described in Figure 3, which is the basis for the KM
conceptual model presented in this section.
The KM conceptual model contemplates the six phases of the knowledge course represented
in Figure 3:
(1) Meaning creation or shared vision of the purposes of knowledge development.
(2) Information provision.
(3) Induction to internal processing for individual knowledge creation.
(4) Conversion of individual knowledge into group learning.
(5) Knowledge dissemination to other organisational levels.
(6) Practical application of knowledge – competency materialisation, according to Le Boterf.

the 4th Review :

 Figure 4 Role of knowledge management / Source: Gudi & Becerra-Fernandez 2006:26.

Observations And Syntheses based on this Review :

Gudi and Becerra-Fernandez (2006) studied the role of knowledge management in project
management of complex systems organizations. Their research was driven by the motivation
to reduce risk and prevent failures during the development of complex systems and focus on
the dynamic aspects of project management using knowledge management. They argue that if
we are able to understand the nature of risky systems better, we may be able to reduce or
remove the risk of failure and increase the chance of project success. Gudi and
BecerraFernandez suggest that when the project complexity increases, it becomes important
to find the means to manage the inter-relatedness of sub-projects and related activities and
events in the project environments. Their intent is to identify knowledge management
strategies, which organizations could institute in project management practices to reduce risk
of failure and increase the chance of project success.
Gudi and Becerra-Fernandez (2006) identified certain knowledge management mechanisms,
processes and technologies that could be appropriate for project management requirements.
Their conceptual model of the role of knowledge management in project management is
summarized in Figure 4 below. They concluded that there are many factors affecting project
risk in complex project organizations. These include external factors like political and
economic impacts. The extent of innovation, complexity and coupling are some internal
factors affecting project risk. Finally, knowledge management mechanisms and technologies
influence project team adaptation which in turn affect project success (Gudi and Becerra-
Fernandez 2006). Consistent with previous literature, project success is measured in terms of
time, budget and functionality.

the 5th Review :

 Figure 5 Conceptual model of Knowledge management and business model innovation

Observations And Syntheses based on this Review :

the present study proposed a conceptual model of knowledge management and business
model innovation based on the comprehensive review of the literature by exploring theoretical
and empirical studies. The study developed a link between knowledge management, business
model innovation and firm competence which seems to be fragmented in the past literature as
shown in Figure 5.
 CONCEPTUAL MODEL EVALUATION 1

Conceptual model Evaluation

N° Models Description Synthesi Precision Clarity Applicability Note
s

1 Figure 1 This KM Conceptual Model is

proposed. This model
encompasses activities of
knowledge creation, knowledge X X X X 4
sharing, and knowledge
representation and retrieval,
which were identified as needed
for KM implementations
2 Figure 2 This design of the Knowledge
Management System is aimed at
an organization which fulfils the
role of liquidating claims of X X 2
damages or losses in the Chilean
insurance market. The company's
name is "Network of Damage
Adjusters" (RAS).
3 Figure 3 The KM conceptual model
contemplates the six phases of
the knowledge course represented
in Figure X X X X 4

4 Figure 4 Gudi and Becerra-Fernandez

(2006) identified certain
knowledge management
mechanisms, processes and
technologies that could be
appropriate for project X X 2
management requirements. Their
conceptual model of the role of
knowledge management in
project management is
summarized in Figure
5 Figure 5 The study developed a link
between knowledge management,
business model innovation and
firm competence which seems to X 1
be fragmented in the past
literature as shown in Figure
 The proposition of an KMS Conceptual model ‘CM1’

Figure 6 The proposition of an KMS Conceptual model

Synthesis:
The KMS model begins with the exploration of the vision statement, considering structural or
infrastructural elements and their interactions within the broader environmental context.
• I employed the PDCA cycle to develop a framework for KM initiatives, explaining how
these processes can be integrated within such a framework and proposing the implementation
of Knowledge Management Initiatives (KMI).
• Planning Stage: Creating a plan for KM implementation remains a significant challenge. In
this stage, organizations are advised to follow five steps for their KM implementation plan:
(1) conduct a business performance analysis, (2) set goals for KM, (3) identify organizational
knowledge, (4) determine KM strategic direction, and (5) establish and provision KM
infrastructure. This stage involves the creation of knowledge, which can be viewed as a
process of planning, executing, measuring, and improving knowledge, whether tacit or
explicit.
• DO STAGE: After developing the plan for implementing KM, the next stage involves the
execution of the KM Plan, centered on Knowledge Processes (KPs). In this stage, knowledge
identified in Tacit and Explicit Knowledge is manipulated by applying KM Personalization
and Codification strategies, supported by infrastructure in Human Factors or IT Factors to
achieve desired goals. Understanding the work context is crucial to drive activities related to
processes such as Socialization, Internalization, Externalization, and Combination.
• Check Stage: This stage involves performance measurement in two steps. The first step is to
measure KP outcomes using outcome indicators, and the second step is related to measuring
infrastructure factors using performance indicators. Therefore, an organization should employ
both lagging and leading indicators to measure KPs at this stage. A performance measurement
using both indicators helps an organization ensure that its knowledge investment aligns with
business goals and tracks any obstacles that need improvement.
• Act Stage: The Act stage in this framework involves acting based on the outcome of the
Check stage. Depending on the evaluation outcome, a KM evaluation typically produces
either positive or negative results. This stage consists of two steps: involving the
dissemination and expansion of best practices and improvement. On the other hand, an
improvement step might be needed to address a lack of performance in specific areas that
negatively influence the KPs. Improving the condition and actions of enablers in the
organization leads to the efficiency of KPs.
• When these two stages are integrated, the activities of knowledge sharing and knowledge
representation and retrieval are involved in Knowledge Management Processes (KMPs) with
a set of tools and artifacts.
• The combination of processes, implementation, activities, tools, and artifacts of KM creates
a total system that leads to mechanisms and technologies in an accurate way to delve into
business model innovation and project success/solving complexity

Review Relevant Literature of Decision Support System ‘DSS’ :

the 1st Review :

Figure 7 Generalized block diagram of decision support systems and related disciplines.
Observations And Syntheses based on this Review :
Figure 6 shows that DSS research consists of three groups of research areas:
─ development of specialized DSS ("A" in Figure 1). In the period 1970-2000 about 500
DSSs have been developed and published for various applications (indicated by "B");
─ development of the DSS theory ("F" - "I"), as well as the theory of design, implementation
and evaluation of "C", "D" and "E", the study of related disciplines "J". The first group of
research areas, labeled "F" - "I", is based on the strongly influenced DSS architecture [4],
while the second group of research areas, labeled "C" - "E" is influenced by development [5];
─ development of DSS for various fields of application, designated "A" and "B".
The trend towards the prevalence of Internet-based decision support systems has been clearly
visible since the late 1990s. Modern systems of web recommendations are characterized by
the following main trends: the use of complex methods of multicriteria decision-making;
application of technologies of virtual and augmented reality; expansion of the cognitive
functions implemented in decision support systems; increasing the list of opportunities for
decision-makers .
DSS are widely used in various fields of application such as telecommunications, banking,
trade, large construction, development and operation of complex technical systems, etc.
The task of developing intelligent systems as applied to technological production processes is
urgent .

The 2nd Review :

Figure 8 The Gory and Morton grid (Gorry & Michael, 1971)

Observations And Syntheses based on this Review :

Gorry and Morton (1971) classified decisions by its structure into three levels; structured
decision, in which the ingredients, or variables, that comprise a decision are known and they
can be measured quantitatively. Unstructured decision is one that the ingredients, or variables,
that comprise a decision can not be measured quantitatively. Semi structured decision is in
between structured and unstructured decisions. Usually most business decisions are semi
structured. Then Gory and Morton continued on computer applications in terms of the degree
of structure in the decision they are intended to make and the management level that they
support (Gorry, Michael, 1971). Figure 7 shows the Gory and Morton grid.

The 3rd Review :

Figure 9 The six-step decision making process (Simon, 1997)

 Figure 10 The six-step decision making process in details (Simon, 1997)

Observations And Syntheses based on this Review :

A review of decision making literature reveals that the core process of decision making
process consists of mainly six steps which are shown in Figure 8 and Figure 9.
The six-step decision making process increases the likelihood that a high quality, accepted
decision will result (Certo, 1997).

The 4th Review :

 Figure 11 An MIS Model (Raymond, 1990)

Observations And Syntheses based on this Review :

Management Information System (MIS)
Management information system (MIS) is one of the major computer based information
systems. Its purpose is to meet the general information need of all the managers in the firm or
in some organizational subunit of the firm. Subunit can be based on functional areas on
management levels.
There are many definitions for MIS, but one of the most appropriate definitions describes
management information system (MIS) as "an organizational method of providing past,
present and projected information related to internal operations and external intelligence. It
supports the planning, control and operation functions of an organization by furnishing
uniform information in the proper time frame to assist the decision makers" (Waston, 1987).
The information in MIS describes the firm or one of its major systems in terms of what has
happened in the past, what is happening now and what is likely to happen in the future. The
information is made is available in form of periodic reports, special reports and output of
mathematical simulations. All managers use the information output as they make decisions to
solve the firm’s problems (Raymond, 1990).
An MIS Model
An MIS model is illustrated in Figure 10 . The database contains the data provided by
accounting information system. In addition, both data and information are entered from the
environment. The data based content is used by software that produces periodic and special
report, as well as mathematical model that simulate various aspects of the firm operations.
The software output is used by people who are responsible for solving the firm’s problems.
Note that some of the decision maker might exist in the firm’s environment. The environment
will involve once the firm bonds together with other organizations such as suppliers to form
an Inter Organizational Information System (IOS). In such case, the MIS supplies information
to the other member of the IOS (Raymond, 1990).

The 5th Review :

 Figure 12 A DSS Model (Raymond, 1998)

Observations And Syntheses based on this Review :

A DSS model includes four parts as follows (Figure 11) (Raymond, 1998).
- Data base produces both internal and environmental data, which are stored in the database.
- Report writing software produces both periodic and special reports. Periodical reports are
prepared according to a schedule and typically they are produced by software, which is coded
in a procedural language such as COBOL or PL/I. The special report is prepared in response
to unanticipated information need and takes form of database by users who use the query
language of a DBMS or fourth generation language.
- Mathematical model produces information as a result of either simulation that involves one
or more components of the physical system of the firm or facts of its operations.
Mathematical models can be written in any procedural programming language. However,
special model languages make this task easier and have the potential of doing a better job.
- Groupware enables multiple decision makers, working together as a group, to reach
solutions. In this particular situation, the term GDSS, or a group decision support system is
used. Perhaps the decision makers represent a committee or a project team. The group
members communicate with one another both, directly and by means of the group ware.
The reports writing software and mathematical model have always been regarded as necessary
DSS ingredients. As the DSS concept was broadened to provide support to two or more
decision maker working together as a team or committee, the idea of special group oriented
software or groupware, became a reality.

The 6th Review :

Figure 13 Information and Decision-Making

Observations And Syntheses based on this Review :

Decision support system has a number of characteristics, which include following:
 DSS provide support for decision maker mainly in semi structured and unstructured
situations by bringing together human judgment and computerized information. Such
problem can not be solved (can not be solved conveniently) by other computerized
systems, such as MIS.
 DSS attempts to improve the effectiveness of decision-making (accuracy, timeliness,
quality) rather than its efficiency (cost of making the decision, including the charges for
computer time) (Davis & Olson, 1985).
 DSS provides support to individuals as well as to groups. Many organizational
problems involve group decision-making. The less structured problem frequently requires
the involvement of several individuals from different departments and organizational
levels.
 Advanced DSS are equipped by a knowledge component, which enables the efficient
and effective solution of very difficult problems (Turban & Aronson, 1998).
 A DSS can handle large amount of data for instance advanced database management
package have allowed decision makers, to search database for information. A DSS can
also solve problems where a small amount of data is required.
 A DSS can be developed using a modular approach. With this approach, separate
functions of the DSS are placed in separate modules - program or subroutines-allowing
efficient testing and implement of systems. It also allows various modules to be used for
multiple purposes in different systems.
 A DSS has a graphical orientation. It has often been said that a picture is worth a
thousand words. Today’s decision support systems can help managers make attractive,
 informative graphical presentations on computer screens and on printed documents. Many
of today’s software packages can produce line drawing, pie chart, trend line and more.
This graphical orientation can help decision makers a better understanding of the true
situation in a given market place.
 A DSS support optimization and heuristic approach. For smaller problems, DSS has
the ability to find the best (optimal) situation. For more complex problems, heuristics are
used. With heuristic, the computer system can determine a very good-but not necessarily
the best- solution. This approach gives the decision maker a great deal of flexibility in
getting computer support for decision making activities.
 A DSS can perform “what – if" and goal – seeking analysis. “What – if “analysis is the
process of making hypothetical change to problem data and observing impact of the
results. In with” what – if “analysis, a manager can make changes to problem data (the
number of automobiles for next month) and immediately see the impact on the
requirement for subassemblies (engines, windows, etc.) (Stair, 1992).

CONCEPTUAL MODEL EVALUATION 2

Conceptual model Evaluation
N° Models Description Synthesi Precision Clarity Applicability Note
s

6 Figure 7 Generalized block diagram of X X X X 4

decision support systems and
related disciplines
7 Figure 8 Gorry and Morton (1971) X X 2
classified decisions by its
structure into three levels
8 Figure 9 The six-step decision making X X 2
process (Simon, 1997)
9 Figure 10 The six-step decision making X X X X 4
process in details (Simon,
1997)
10 Figure 11 Management information X 1
system (MIS) Model
11 Figure 12 A DSS model includes four X X X 3
parts as follows
12 Figure 13 Characteristics of Decision X X X 3
support system
The Proposition Of an DSS Conceptual Model ‘CM2’ :
The goals of
organization

Knowledge based

Operational
External data systems
data storage

Data

Functional
applications Specialized DSS Related disciplines

Marketing DSS Artificial intelleigece

DSS for the selection of Decision makers Cognitive science
personnel
Interface communication
Financial DSS
Theory of computing
DSS for technical systems Data Model systems
management
Multi-criteria
decision-making
System theory
Organizational behavior
Psychology
Synthesis :
In the first stage, we need to define the organizational goals to be incorporated into the
Decision Support Aeras (DSA).
• Also, Decision Support Systems (DSS) consist of using and implementing knowledge bases
and data to develop automated information and a collection of tools and methods that improve
the performance of decision support systems, progressing at a rapid pace.
• Decision Support System (DSS) for decision-makers involves the integration of various
disciplines, such as the intersection of Artificial Intelligence and the Theory of Computing,
Multi-criteria Analysis and Systems Thinking, DecisionMaking, Management, Theory of
Computing, Systems, Psychology, Organizational Behavior, Cognitive Science,
Communication, and System Theory. This interdisciplinary synergy forms the bedrock of our
endeavor, acknowledging that decisions are not made in isolation but are embedded in a
complex web of interactions.
• Also, we have functional applications: 1. Marketing campaigns achieve unprecedented
precision. 2. Personnel selection becomes a data-driven art. 3. Financial strategies are fortified
by analytical acumen, and technical systems operate with newfound efficiency. Decision-
makers, once navigating the labyrinth of choices, now stand empowered by a specialized tool
tailored to their needs.
• The interface serves as the bridge between decision-makers and the decision support system.
It is the medium through which users interact with the system to input queries and receive
information.
• Data is the foundation of any decision support system, including historical data, real-time
data, and other relevant information that decision-makers need to make informed choices. •
The model refers to the algorithms, statistical methods, or machine learning techniques
embedded in the decision support system. These models analyze and interpret data, providing
insights and predictions that assist decisionmakers in understanding potential outcomes.
• The core process of the decision-making process consists of mainly six steps, which are
shown in this figure 1. situation Analysis 2. Objective Setting 3. Search for Alternative 4.
Evaluation of Alternative 5. Making the Decision 6. Decision Review
• These steps are associated with five aspects and phases: 1. Intelligence: The problem and
opportunities are thoroughly investigated. 2. Design: Alternative solutions are developed. 3.
Choice: Selection of an alternative influenced by factors such as Economic, Technical, Legal,
Ethical, Procedural, and Political. 4. Implementation: Putting the solution into effect. 5.
Monitoring: Evaluate the implemented solution and make changes if necessary.
• In the final stage of Decision-Making Processes (DMPs), we find multiple types of
decisions. According to their nature, decisions can be classified as Structured, Unstructured,
and Semi-structured. Alternatively, according to their scope, decisions can be classified as
Operational, Tactical, and Strategic • With all of these interesting aspects, we collect this DSS
model.
• Otherwise Factors that may affect the degree of success of DSS
 The Relationship Between
Knowledge Management (KMS) and Decision Support Systems (DSS):
In this finally step , I can systematically develop a scientifically grounded conceptual model
that effectively illustrates the intricate relationship between Knowledge Management and
Decision Support Systems.

Figure 15 The Relationship Between Knowledge Management (KMS) and Decision Support Systems (DSS)

Synthesis :
Knowledge Management and Decision Support Systems:
Knowledge Management involves the processes of acquiring, organizing, storing, and
disseminating knowledge within an organization.
Decision Support Systems are tools or frameworks that aid decision-makers by providing
relevant information and analytical capabilities.
Resource-Based View (RBV):
RBV is a strategic management framework that emphasizes the role of internal resources in
achieving sustainable competitive advantages.
It suggests that unique and valuable resources within an organization contribute to its
competitive edge.
Knowledge-Based View (KBV):
KBV, a subset of RBV, highlights the significance of knowledge as a critical organizational
resource.
In the context of KM and DSS, KBV underscores the importance of managing and leveraging
knowledge assets to enhance decision-making processes.
Competence-Based View (CBV):
CBV extends RBV by emphasizing the importance of organizational competencies and
capabilities.In the context of KM and DSS, CBV underscores the development and
deployment of competencies related to information processing, analysis, and decision-
making.
Dynamic Capability-Based View (DCBV):
DCBV focuses on an organization's ability to adapt and innovate in response to dynamic
environments.In the context of KM and DSS, DCBV highlights the importance of
continuously
updating knowledge, refining decision-making processes, and adapting DSS to changing
business conditions.
Conclusion:
The integration of Knowledge Management with Decision Support Systems aligns with the
principles of RBV, particularly KBV, CBV, and DCBV.
Effective knowledge management enhances the organizational knowledge base, transforming
it into a valuable resource that contributes to competitive advantage.
Decision Support Systems, equipped with advanced analytics and access to this knowledge
base, empower decision-makers with timely and relevant information.
The Competence-Based View emphasizes the development of organizational capabilities in
utilizing knowledge, while the Dynamic Capability-Based View
underscores the need for adaptability in the face of changing information landscapes.
Together, these views provide a holistic framework for understanding how the synergy
between KM and DSS can create and sustain a competitive edge by leveraging internal
knowledge resources and fostering dynamic capabilities for informed decision-making.
This synthesis underscores the strategic importance of aligning Knowledge Management and
Decision Support Systems with the principles of the Resource-Based View to enhance
organizational effectiveness and competitiveness.