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The purpose of this book is to question the relationships involved in decision making and the systems designed to support it: decision support systems (DSS). The focus is on how these systems are engineered; to stop and think about the questions to be asked throughout the engineering process and, in particular, about the impact designers’ choices have on these systems. This therefore involves identifying the elements of the problem of decision support systems engineering: the main objects and dimensions to be considered and the relationships they involve, issues at the levels of the decision-maker, of the organization (and even of society), the general approach to which to subscribe and so on.

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More and more organizations are becoming aware of the importance of tacit and explicit knowledge owned by their members which corresponds to their experience and accumulated knowledge about the firm activities. However, considering the large amount of knowledge created and used in the organization, especially with the evolution of information and communications technologies, the firm must first determine the specific knowledge on which it is necessary to focus. Creating activities to enhance identification, preservation, and use of this knowledge is a powerful mean to improve the level of economical performance of the organization. Thus, companies invest on knowledge management programs, in order to develop a knowledge sharing and collaboration culture, to amplify individual and organizational learning, to make easier accessing and transferring knowledge, and to insure knowledge preservation. Several researches can be considered to develop knowledge management programs supported by information and knowledge systems, according to their context, their culture and the stakeholders' viewpoints.

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