Methods · Aggregation and voting
Dominance Theory (Brauers-Zavadskas Dominance Theory)
Dominance theory counts the cases where an alternative is never strictly behind another across all rank lists and is ahead in at least one; where no strict superiority exists, it draws no distinction between alternatives.
Base method's data type: Classical
What Is the Method?
Dominance theory is an aggregation method that combines several rank lists, such as the ranks produced by several different sub-approaches of a multi-criteria decision method. It was introduced as the final step of the MULTIMOORA method: MULTIMOORA produces three separate ranks through three sub-approaches (the ratio system, the reference point, and the full multiplicative form), and dominance theory reduces these three ranks to a single final rank. The method compares every pair of alternatives: if an alternative is never behind the other on any list and is ahead on at least one list, that alternative "dominates" the other. The final score is the difference between the number of alternatives a given alternative dominates and the number of alternatives that dominate it. Its output is not a mean or a sum, but a rank based on this dominance difference.
The Philosophy Behind It
The idea behind dominance theory is to seek strict superiority rather than taking an average or summing scores. An alternative is only considered "genuinely better" if it comes out ahead without ever falling behind on any list; between two alternatives, one ahead on one list and behind on another, the method takes no side. This makes dominance theory an eliminative, cautious aggregation rule: unlike compensatory methods such as mean rank or the Borda count, it does not offset a weakness on one list with strength on another. The philosophical consequence is that dominance theory confirms only undisputed superiority; where a genuine disagreement exists between the lists, it leaves this openly as "no distinction can be made," rather than resolving it with a hidden average.
How It Works
The method proceeds through a single step.
The single step, pairwise dominance count. Every pair of alternatives is compared one by one. If an alternative sits at an equal or better position than the other alternative on every rank list, and is strictly better on at least one list, that alternative is counted as dominating the other. For pairs where one is ahead on one list and behind on another, no dominance is counted; neither side dominates the other. Every alternative's final score is the difference between the number of alternatives it dominates and the number of alternatives that dominate it. Alternatives are ranked from the highest to the lowest of this difference.
The formula behind this step and the intermediate tables are given on the DecisionMind method page; this card carries no formulas.
How to Read the Output
The dominance score shows how many alternatives an alternative holds strict superiority over; it is not a score or a percentage. Receiving zero does not necessarily mean "middling"; an alternative that dominates no one and is dominated by no one also receives zero, and this means there is a genuine disagreement between the lists over that alternative. It is possible for every alternative's score to come out zero; this does not mean the method failed, it means that on none of the lists does one alternative come out ahead of another across every dimension. In that case, dominance theory alone does not determine a winner, and a complementary rule (such as mean rank or the Borda count) is needed.
Thus instead of writing:
"Alternatives with a dominance score of zero show no distinction between them, they are all equally good"
the report should read:
"A dominance score of zero means that no alternative holds strict superiority over another across every list; this is not a tie, it is information that no distinction could be made"
Data Type and Inputs
Dominance theory works with crisp data, and its input is a rank matrix: alternatives in the rows, rank lists (experts or sub-methods) in the columns, and every cell holding an integer rank from 1 to m. DecisionMind currently holds no fuzzy or other-data-type extension of this method; it works only in its base form, and is generally used as the final step of methods with several sub-approaches, such as MULTIMOORA. You must ensure every list ranks all alternatives completely. At least two alternatives and two rank lists are required; where agreement between lists is low, most alternatives' scores can come out close to zero. The method neither produces weights nor requires them.
When to Use It, When Not To
Dominance theory is suitable when you have several rank lists and your goal is only to confirm undisputed superiorities verified on every list; it is a particularly strong tool for eliminating an alternative, that is, showing that it is outperformed by another alternative on every dimension. If there is strong disagreement between the lists and your goal is still to produce a complete rank, dominance theory alone falls short, because it draws no distinction for most pairs. If a quick reconciliation between just two rank lists is wanted, compensatory methods such as mean rank or the Borda count produce a more usable complete rank.
Undisputed superiorities across rank lists need marking and weak alternatives need eliminating → Dominance Theory
There is disagreement between the lists, yet a complete rank is still needed → Mean Rank or Borda Count
Only two lists exist and a quick reconciliation is wanted → Mean Rank
All dominance scores come out close to zero → a complementary aggregation rule must be added
Strengths
Dominance theory's greatest advantage is its caution: it brings forward an alternative only where a superiority is verified across every list, and does not present a coincidental balancing between lists as superiority. It is an explicit elimination device; it clearly shows when one alternative is outperformed by another on every dimension. In methods such as MULTIMOORA, where several sub-approaches are expected to confirm one another, it provides a final step that explicitly measures this confirmation (Brauers and Zavadskas, 2011).
Weaknesses
Its limitations follow from this same caution. Where there is no strong agreement between the lists (a situation common in real decisions), strict dominance is not found for most pairs of alternatives, and scores cluster close to zero; in that case the method loses its discriminating power and needs a complementary rule (Baležentis and Baležentis, 2014). Dominance theory counts only the direction of being ahead on a list, not its magnitude; being ahead by a large margin on a list is weighted the same as being ahead by a small margin. As the number of alternatives grows, the number of pairs to compare grows rapidly, which makes interpretation harder in large sets of alternatives.
Common Mistakes
The most common mistake is reporting a result of zero for every alternative as "all equally good"; the correct statement is that none of the lists shows a clear superiority. A second mistake is reading the dominance score as a percentage or a degree of strength and comparing it across analyses; the score is meaningful only for this particular set of alternatives and these particular lists. A third mistake is using dominance theory expecting it to produce a complete rank on its own in situations known to have strong disagreement between the lists; in that case the method cannot distinguish most pairs and a complementary rule is required.
The governing principle is this:
Dominance theory confirms only undisputed superiorities; a score of zero is not a tie but a signal that no clear superiority could be found between the lists, and the report must state it that way.
Cases
Each case opens with several rank lists and shows which pairs dominance theory can distinguish and which it cannot.
1. Aggregation: Combining four alternatives from four rank lists (Orakçı, 2024)
Four alternatives (a, b, c, d) are assessed using four separate rank lists (R1-R4).
| Alternative | R1 | R2 | R3 | R4 |
|---|---|---|---|---|
| a | 1 | 2 | 3 | 3 |
| b | 2 | 3 | 1 | 4 |
| c | 3 | 1 | 2 | 2 |
| d | 4 | 4 | 4 | 1 |
The method checks each of the six pairs of alternatives. In no pair is one alternative at an equal or better position than the other across all four lists; in every pair, one is ahead on one list and the other is ahead on another. When a and b are compared, for instance, a is ahead of b on R1 and R2, but behind b on R3; this mixed situation does not count as dominance.
| Alternative | Dominance score |
|---|---|
| a | 0 |
| b | 0 |
| c | 0 |
| d | 0 |
The result reads as follows: none of the four lists agrees closely enough with the others for any alternative to come out strictly ahead across all of them. Applying mean rank to the same table gives a clear order of c, a, b, d (see the Mean Rank card, Case 1), while dominance theory draws no distinction at all among these four alternatives. This does not mean dominance theory is more "wrong" than mean rank; mean rank also counts partial agreement between lists, whereas dominance theory looks only for undisputed superiority, and none exists here.
The decision-maker hesitates here: if dominance theory is used alone, no decision can be made between the four alternatives. In that case either priority must be given to one of the lists, or a complementary rule such as mean rank must be brought in.
In the report: "On none of the four lists does any alternative hold strict superiority over the others across every dimension; dominance theory alone cannot produce a rank here, and a complementary aggregation rule is required."
Source: Orakçı (2024), Çok Kriterli Karar Verme Problemleri için Toplulaştırma Teknikleri, §1.8.10, Table 1.4. The figures are taken from the book's own worked table.
2. Maritime: Assessing three ship suppliers with three approaches
A port operator has assessed three ship-maintenance suppliers (S1, S2, S3) using three separate approaches (cost-focused, time-focused, and quality-focused ranking).
| Supplier | Cost | Time | Quality |
|---|---|---|---|
| S1 | 1 | 1 | 2 |
| S2 | 2 | 2 | 1 |
| S3 | 3 | 3 | 3 |
The method checks the three pairs. Comparing S1 with S3, S1 is ahead of S3 on all three approaches (1 against 3, 1 against 3, 2 against 3); this is undisputed dominance, S1 dominates S3. Likewise S2 is also ahead of S3 on all three approaches and so dominates S3 too. Comparing S1 with S2, S1 is ahead on cost and time, while S2 is ahead on quality; in this mixed situation, neither S1 dominates S2 nor S2 dominates S1.
| Supplier | Dominance score |
|---|---|
| S1 | +1 |
| S2 | +1 |
| S3 | -2 |
The port operator hesitates here: eliminating S3 is undisputed, since it is outperformed by both S1 and S2 on every approach. But dominance theory cannot distinguish between S1 and S2; both are superior to S3, yet neither is superior to the other. The decision comes down to whether priority is given to cost and time or to quality, and that is a preference outside dominance theory.
In the report: "In the comparison across three approaches, S3 is eliminated, being outperformed by both S1 and S2 on every dimension; between S1 and S2, however, there is no strict superiority, and the choice depends on the priority given to cost-and-time versus quality."
3. Aviation: Assessing three maintenance companies on three measures
An airline has ranked three aircraft-maintenance companies (H1, H2, H3) on three measures (cost, time, quality).
| Company | Cost | Time | Quality |
|---|---|---|---|
| H1 | 1 | 1 | 1 |
| H2 | 2 | 3 | 2 |
| H3 | 3 | 2 | 3 |
Because H1 comes first on all three measures, it dominates both H2 and H3. Comparing H2 with H3, H2 is ahead on cost and quality while H3 is ahead on time, so there is no dominance between them.
| Company | Dominance score |
|---|---|
| H1 | +2 |
| H2 | -1 |
| H3 | -1 |
The airline does not hesitate here: choosing H1 is undisputed, since it gave the best result on all three measures. The tie between H2 and H3 must be dealt with separately if a choice for second place is needed; but the decision for first place is clear.
In the report: "H1, which gave the best result on all three measures, is the clear first-place company; between H2 and H3 there is no strict superiority, and the two are tied for second place."
4. What Not to Do
In the first case, seeing that all four alternatives score zero and leaving the report blank on the grounds that "the method did not work, there is no result" is wrong; the correct interpretation is to state explicitly that no clear superiority was found on any of the lists, and to propose a complementary rule. A second error is seeing that S1 and S2 both receive a positive score in the second case and concluding "the two are equally good"; both are superior to S3, but not to each other, and that is a separate piece of information. A third error is reading the equal scores of H2 and H3 in the third case as "there is no difference between them, either could be chosen"; the tie only shows that dominance theory cannot distinguish between these two, it does not mean there is genuinely no difference between them.
Sources
For the formula behind this step and the intermediate tables, see the DecisionMind method page: decisionmind.app/library/brauers-dominance
Orakçı, E. (2024). Çok Kriterli Karar Verme Problemleri için Toplulaştırma Teknikleri. Özgür Yayınları. DOI: 10.58830/ozgur.pub623
Brauers, W. K. M., & Zavadskas, E. K. (2011). MULTIMOORA optimization used to decide on a bank loan to buy property. Technological and Economic Development of Economy, 17(1), 174–188. DOI: 10.3846/13928619.2011.560632
Baležentis, T., & Baležentis, A. (2014). A survey on development and applications of the multi-criteria decision making method MULTIMOORA. Journal of Multi-Criteria Decision Analysis, 21(3–4), 209–222. DOI: 10.1002/mcda.1501