On the roles of OR/MS practitioners in supporting strategy

Journal of the Operational Research Society

Volumn 66, Issue 2, 2015, Pages 202-218

  O'brien, Frances A ^a  

^a UNIVERSITY OF WARWICK   (United Kingdom)

Author keywords

practice of OR; strategic planning

Indexed keywords

OPERATIONS RESEARCH; RESEARCH; STRATEGIC PLANNING;

CASE-STUDIES; DECISION SUPPORT TOOLS; EXTERNAL CONSULTANTS; OPERATIONAL RESEARCH; ORGANISATIONAL; PRACTICE OF OR; SENSEMAKING; STRATEGY PROCESS;

DECISION SUPPORT SYSTEMS;

EID: 84920545824     PISSN: 01605682     EISSN: 14769360     Source Type: Journal    
DOI: 10.1057/jors.2013.130     Document Type: Article

References (61)

1. Abdel-Malek L, Wolf C, Johnson F and Spencer T. (1999). OR practice: Survey results and reflections of practising INFORMS members. Journal of the Operational Research Society 50(10): 994-1003
2. Bennett PG and Huxham CS. (1982). Hypergames and what they do: A 'soft OR' approach. Journal of the Operational Research Society 33(1): 41-50
3. Bradfield R, Wright G, Burt G, Cairns G and Van Der Heijden K. (2005). The origins and evolution of scenario techniques in long range business planning. Futures 37(8): 795-812
4. Bryant J, Darwin J and Booth C. (2011). Strategy making with the whole organisation: OR and the art of the possible. Journal of the Operational Research Society 62(5): 840-854
5. Bryman A and Bell E. (2007). Business Research Methods. 2nd edn, Oxford University Press: Oxford
6. Burt G. (2011). Towards the integration of system modelling with scenario planning to support strategy: The case of the UK energy industry. Journal of the Operational Research Society 62(5): 830-839
7. Bushe GR. (1998). Appreciative inquiry with teams. Organizational Development Journal 16(3): 41-50
8. Butler RJ, Davies L, Pike R and Sharp J. (1993). Strategic Investment Decisions: Theory, Practice and Process. Routledge: London
9. Chen SP and Wei TS. (2002). The practice of operational research in Taiwan. Journal of the Operational Research Society 53(12): 1330-1337
10. Churchman CW, Ackoff RL and Arnoff EL. (1957). Introduction to Operations Research. Wiley: New York
11. Clark DN and Scott JL. (1995). Strategic level MS/OR tool usage in the United Kingdom: An empirical survey. Journal of the Operational Research Society 46(9): 1041-1051
12. Cooperrider DL and Srivastva S. (1987). Appreciative inquiry in organizational life. In: Woodman RW and Pasmore WA (eds). Research in Organizational Change and Development, Vol. 1. JAI Press: Stamford, CT, pp 129-169
13. Corbett CJ, Overmeer WJAM and Van Wassenhove LN. (1995). Strands of practice in OR (the practitioner's dilemma). European Journal of Operational Research 87(3): 484-499
14. Divakar S, Ratchford BT and Shankar V. (2005). Practice prize article: CHAN4CAST: A multichannel, multiregion sales forecasting model and decision support system for consumer packaged goods. Marketing Science 24(3): 334-350
15. Dutton JE and Ashford SJ. (1993). Selling issues to top management. The Academy of Management Review 18(3): 397-428
16. Dyson RG. (2000). Strategy, performance and operational research. Journal of the Operational Research Society 51(1): 5-11
17. Eisenhardt K. (1989). Building theories from case study research. Academy of Management Review 14(4): 532-550
18. Eisenhardt KM and Martin JA. (2000). Dynamic capabilities: What are they?. Strategic Management Journal 21(10-11): 1105-1121
19. Fildes R and Ranyard JC. (1997). Success and survival of operational research groups-A review. Journal of the Operational Research Society 48(4): 336-360
20. Fildes R, Nikolopoulos K, Crone SF and Syntetos AA. (2008). Forecasting and operational research: A review. Journal of the Operational Research Society 59(9): 1150-1172
21. Franco LA, O'Brien FA and Bell PC. (2011). Supporting strategy: Contributions from OR. Journal of the Operational Research Society 62(5): 815-816
22. Gioia D and Chittipeddi K. (1991). Sensemaking and sensegiving in strategic change initiation. Strategic Management Journal (1986-1998) 12(6): 433-448
23. Graebner ME, Martin JA and Roundy PT. (2012). Qualitative data: Cooking without a recipe. Strategic Organization 10(3): 276-284
24. Gunn R and Williams W. (2007). Strategic tools: An empirical investigation into strategy in practice in the UK. Strategic Change 16(5): 201-216
25. Jarzabkowski P and Spee AP. (2009). Strategy-as-practice: A review and future directions for the field. International Journal of Management Reviews 11(1): 69-95
26. Jeffrey P and Seaton R. (1995). The use of operational research tools: A survey of operational research practitioners in the UK. Journal of the Operational Research Society 46(7): 797-808
27. Keys P. (1989). OR as techology: Some issues and implications. Journal of the Operational Research Society 40(9): 753-759
28. Kirby MW(2007). Paradigm change in operations research: Thirty years of debate. Operations Research 55(1): 1-13
29. McGee J, Thomas H and Wilson DC. (2010). Strategy: Analysis and Practice, 2nd edn, McGraw Hill: London
30. Mingers J and Rosenhead J. (2004). Problem structuring methods in action. European Journal of Operational Research 152(3): 530-554
31. Montibeller G and Franco A. (2011). Raising the bar: Strategic multicriteria decision analysis. Journal of the Operational Research Society 62(5): 855-867
32. O'Brien F. (2011). Supporting the strategy process: A survey of UK OR/MS practitioners. Journal of the Operational Research Society 62(5): 900-920
33. O'Brien FA and Dyson RG (eds). (2007). Supporting Strategy: Frameworks, Methods and Models. Wiley: Chichester
34. Ormerod R. (2006). The OR/MS contribution to strategy development and policy-making. Journal of the Operational Research Society 57(1): 117-120
35. Ormerod R. (2010). Justifying the methods of OR. Journal of the Operational Research Society 61(12): 1694-1708
36. Pappis CP. (1981). A survey of OR utilization in Greece. European Journal of Operational Research 6(3): 248-251
37. Parikh J and Neubauer F. (1993). Corporate visioning. In: Hussey DE (ed). International Review of Strategic Management, Vol. 4. Wiley: Chichester, pp 105-116
38. Paroutis S and Pettigrew A. (2007). Strategizing in the multi-business firm: Strategy teams at multiple levels and over time. Human Relations 60(1): 99-135
39. Pidd M. (2004). Contemporary OR/MS in strategy development and policy-making: Some reflections. Journal of the Operational Research Society 55(8): 791-800
40. Ram C, Montibeller G and Morton A. (2011). Extending the use of scenario planning and MCDA for the evaluation of strategic options. Journal of the Operational Research Society 62(5): 817-829
41. Rigby D. (2001).Management tools and techniques: A survey. California Management Review 43(2): 139-160
42. Rigby D. (2003).Management tools survey 2003: Usage up as companies strive to make headway in tough times. Strategy & Leadership 31(5): 4-11
43. Rigby D and Bilodeau B. (2005). The Bain 2005 management tool survey. Strategy & Leadership 33(4): 4-12
44. Rigby D and Bilodeau B. (2007). Bain's global 2007 management tools and trends survey. Strategy & Leadership 35(5): 9-16
45. Rosenhead J. (2009). Reflections on fifty years of operational research. Journal of the Operational Research Society 60(S1): S5-S15
46. Rosenhead J and Mingers J. (2001). Rational Analysis for a Problematic World Revisited. Wiley: Chichester
47. Simon H (ed) (1976). From substantive to procedural rationality. In: Models of Bounded Rationality: Behavourial economics and business organization. MIT Press: Cambridge, MA.
48. Stenfors S, Tanner L, Syrjänen M, Seppälä T and Haapalinna I. (2007). Executive views concerning decision support tools. European Journal of Operational Research 181(2): 929-938
49. Tapinos E. (2005). Strategic development process: Investigating the relationship between organisational direction and performance measurement. PhD, Warwick Business School, University of Warwick, Coventry, p 273
50. Tcha D-W. (1991). Management science and operations research in the Republic of Korea. Interfaces 21(5): 70-78
51. Thomas JB, Clark SM and Gioia DA. (1993). Strategic sensemaking and organizational performance: Linkages among scanning, interpretation, action, and outcomes. Academy of Management Journal 36(2): 239-270
52. Thompson AA Jr, Strickland AJ and Gamble GE. (2005). Crafting and Executing Strategy: Texts and Readings, 14th edn. McGraw Hill: Maidenhead
53. Tilanus CB. (1984). Operations research in the Netherlands. European Journal of Operational Research 18(2): 220-229
54. Tomlinson RC and Dyson RG. (1983). Some systems aspects of strategic planning. Journal of the Operational Research Society 34(8): 765-778
55. Vickers G. (1995). The Art of Judgement-Centenary Edition. Sage Publications: London
56. Vidal RVV. (2009). Community facilitation of problem structuring and decision making processes: Experiences from the EU LEADER + programme. European Journal of Operational Research 199(3): 803-810
57. Weick KE, Sutcliffe KM and Obstfeld D. (2005). Organizing and the process of sensemaking. Organization Science 16(4): 409-421
58. Westley F. (1990). Middle managers and strategy: Microdynamics of inclusion. Strategic Management Journal (1986-1998) 11(5): 337-351
59. Whittington R. (1993). What is Strategy-and Does itMatter?. Routledge: London
60. Whittington R. (2006). Completing the practice turn in strategy research. Organization Studies 27(5): 613-634
61. Wildavsky A. (1979). The Art and Craft of Policy Analysis. Macmillan Press: London