Information Knowledge Systems Management
One of the many complexities of multinational coalition operations stems from differences in culture, military procedures, and command and control processes between the cooperating command centers. These differences can influence the interactions between decision makers of different command centers and can affect the outcome of the coalition operation. A coalition model, composed of individual models of the five-stage interacting decision maker model, was used in a virtual experiment. The subjective parameters included in the decision maker model can be any attribute that characterizes the heterogeneity of the decision makers. In this case, the parameters of power distance and uncertainty avoidance were used, two of Hofstede's (1991) cultural dimensions. The accuracy and timeliness of the coalition's response was used to evaluate its performance as a function of heterogeneity. Including the presence of heterogeneity in the coalition model, through the use of subjective parameters, is the first step in formalizing the process for developing adaptive coalition architectures.
Reprinted from Information Knowledge Systems Management, 2, Holly Handley and Alexander H. Levis, Incorporating Heterogeneity in Command Center Interactions, 297-309, 2001, with permission from IOS Press.
The publication is available at IOS Press through https://content.iospress.com/articles/information-knowledge-systems-management/iks00042
Original Publication Citation
Handley, H. A. H., & Levis, A. H. (2001). Incorporating heterogeneity in command center interactions. Information Knowledge Systems Management, 2(4), 297-309. https://content.iospress.com/articles/information-knowledge-systems-management/iks00042
Handley, Holly A. H. and Levis, Alexander H., "Incorporating Heterogeneity in Command Center Interactions" (2001). Engineering Management & Systems Engineering Faculty Publications. 163.