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Journal Article

Linking Decision Artifacts: A Means for Integrating Business Intelligence and Knowledge Management  pp91-102

William McHenry

© Jun 2016 Volume 14 Issue 2, Editor: Ken Grant, pp89 - 158

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Abstract: With the ability to capture ever more artifacts that trigger, substantiate, and document decisions, it has become imperative to integrate multiple streams of information from information systems/business intelligence (BI), content management, and other collaboration and knowledge management (KM) systems. This paper argues that this can be accomplished by creating a DECISION‑IDŽ that links together evidence and decision at various levels of aggregation for use and reuse in subsequent decisio ns. Illustration of how this may work in part is based on a case study of The MOSAIC Group at The University of Arizona, which conducted research in international computing using a KM system called the AAIS. Organizations that embrace concepts of pre‑cod ificationŽ and clusteringŽ of artifacts related to decisions may achieve superior performance in the future.


Keywords: Keywords: collaborative business intelligence, Arizona Analyst Information System, knowledge artifacts, decision tracking, business process integration, decision-id


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