Decision 2.0: An Exploratory Case Study

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?".