The Library
Supporting strategy : a survey of UK OR/MS practitioners
Tools
O'Brien, Frances A.. (2011) Supporting strategy : a survey of UK OR/MS practitioners. Journal of the Operational Research Society, Vol.62 (No.5). pp. 900-920. ISSN 0160-5682
|
PDF
WRAP_O'Brien_8979319-wbs-180210-fobrien_-_supporting_strategy_paper_-_pre-print_version_submitted_to_jors_december_2009.pdf - Requires a PDF viewer such as GSview, Xpdf or Adobe Acrobat Reader Download (648Kb) |
Official URL: http://www.palgrave-journals.com/jors/index.html
Abstract
This paper reports the results of an on-line survey conducted with practitioner members of the UK Operational Research (OR) Society. The purpose of the survey was to explore the current practice of supporting strategy in terms of activities supported and tools used. The results of the survey are compared to those of previous surveys to explore developments in, inter-alia, the use of management/strategy tools and „soft‟ Operational Research / Management Science (OR/MS) tools. The survey results demonstrate that OR practitioners actively support strategy within their organisations. Whilst a wide variety of tools, drawn from the OR/MS and management / strategy fields are used to support strategy within organisations, the findings suggest that soft OR/MS tools are not regularly used. The findings also demonstrate that tools are combined to support strategy from both within and across the OR/MS and management / strategy fields. The paper ends by identifying a number of areas for further research.
| Item Type: | Journal Article |
|---|---|
| Alternative Title: | Supporting strategy : a survey of UK Operational Research / Management Science practitioners |
| Subjects: | T Technology > T Technology (General) H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management |
| Divisions: | Faculty of Social Sciences > Warwick Business School |
| Library of Congress Subject Headings (LCSH): | Operations research -- Great Britain, Strategic planning -- Great Britain, Organizational effectiveness -- Great Britain, Management -- Research -- Great Britain |
| Journal or Publication Title: | Journal of the Operational Research Society |
| Publisher: | Palgrave Macmillan Ltd. |
| ISSN: | 0160-5682 |
| Date: | December 2011 |
| Volume: | Vol.62 |
| Number: | No.5 |
| Page Range: | pp. 900-920 |
| Status: | Peer Reviewed |
| Publication Status: | Published |
| Access rights to Published version: | Open Access |
| References: | Ackermann, F., Eden, C. and Williams, T. (1997) Modeling for litigation: Mixing qualitative and quantitative approaches. Interfaces, 27: 2, 18 Bell, P. C. (1998) Strategic operational research. The Journal of the Operational Research Society, 49: 4, 381-391 Bennett, P. G. (1985) On Linking Approaches to Decision-Aiding: Issues and Prospects. The Journal of the Operational Research Society, 36: 8, 659 Brady, M. (2008) Analysis of a public sector organizational unit using strategic and operational analysis tools. Knowledge and Process Management, 15: 2, 140 - 149 Bryant, J., Meadows, M., Morecroft, J. and O' Brien, F. (2007) Gone fishing: A case study. in O' Brien, F. and R. G. Dyson Supporting strategy: Frameworks, methods and models. Wiley, Chichester Calvert, D. and Kaufman, R. (2008) Using analysis to influence strategic-decision making: option valuation at ECGD. The Journal of the Operational Research Society, 59: 198-202 Clark, D. N. and Scott, J. L. (1995) Strategic level MS/OR tool usage in the United Kingdom: An empirical survey. The Journal of the Operational Research Society, 46: 9, 1041 - 1051 Clark, D. N. and Scott, J. L. (1996) Response to "OR/MS and strategic management". The Journal of the Operational Research Society, 47: 3, 474 - 476 Corbett, C. J., Overmeer, W. J. A. M. and van Wassenhove, L. N. (1995) Strands of practice in OR (The Practitioner's Dilemma). European Journal of Operational Research, 87: 484-499 De Wit, B. and Meyer, R. (2004) Strategy: Process, Content, Context (Third edition). Thomson, London Dyson, R., G. (2000) Strategy, performance and operational research. The Journal of the Operational Research Society, 51: 1, 5 Dyson, R. G. and Foster, M. J. (1980) Effectiveness in Strategic Planning. European Journal of Operational Research, 5: 3, 163 Dyson, R. G. and Foster, M. J. (1983) Effectiveness in Strategic Planning Revisited. European Journal of Operational Research, 12: 2, 146 Dyson, R. G. and O'Brien, F. A. (Eds) (1998) Strategic Development: Methods and Models. Wiley, Chichester Dyson, R. G., Bryant, J., Morecroft, J. and O' Brien, F. (2007) The strategic development process. in O' Brien, F. and R. G. DYSON Supporting strategy: Frameworks, methods and models. Wiley, Chichester 51 Eden, C. and Radford, J. (Eds) (1990) Tackling Strategic Problems: The role of Group Decision Support. Sage, London Eden, C. and Ackermann, F. (2004) Cognitive mapping expert views for policy analysis in the public sector. European Journal of Operational Research, 152: 3, 615 - 630 Eilon, S. (1980) The role of Management Science. Journal of the Operational Research Society, 31: 17-28 Fildes, R. and Ranyard, J. C. (1997) Success and survival of Operational Research groups - A review. Journal of the Operational Research Society, 48: 4, 336-360 Fildes, R. and Ranyard, J. C. (1999) The management of OR groups: results of a survey. the Journal of the Operational Research Society, 50: 6, 563-580 Goodwin, P. and Wright, G. (2001) Enhancing strategy evaluation in scenario planning: A role for decision analysis. The Journal of Management Studies, 38: 1, 1 Grant, R. M. (2006) Contemporary strategy analysis (Fifth edition). Blackwell, Oxford Hart, S. and Banbury, C. (1994) How strategy-making processes can make a difference Strategic Management Journal (1986-1998), 15: 4, 251 Johnson, G., Scholes, K. and Whittington, R. (2006) Exploring corporate strategy (Seventh edition). Prentice Hall, London Mingers, J. (1997) Multi-paradigm multimethdology. in Mingers, J. and A. Gill Multimethodology. Wiley, Chichester Mingers, J. (2007) Operational research: the science of better? The Journal of the Operational Research Society, 58: 5, 683 Mintzberg, H., Ahlstrand, B. and Lampel, J. (1998) Strategy safari. Prentice Hall, London Montibeller, G., Gummer, H. and Tumidei, D. (2006) Combining scenario planning and multi-criteria decision analysis in practice. Journal of Multicriteria Decision Analysis, 14: 5 - 20 Morecroft, J. D. W. (1984) Strategy Support Models. Strategic Management Journal, 5: 3, 215 Moullin, M. (2009) Public sector scorecard. Nursing Management, 16: 5, 26-31 Munro, I. and Mingers, J. (2002) The use of multimethodology in practice - Results of a survey of practitioners. The Journal of the Operational Research Society, 53: 4, 369-378 Munro, I. and Mingers, J. (2004) Response to Richard Ormerod. The Journal of the Operational Research Society, 55: 1, 90-93 Namen, A., Bornstein, C. and Rosenhead, J. (2009) Robustness analysis for sustainable community development. The Journal of the Operational Research Society, 60: 5, 587 O'Brien, F. and Meadows, M. (2007) Developing a visioning methodology: Visioning Choices for the future of operational research. The Journal of the Operational Research Society, 58: 5, 557 - 575 O'Brien, F. A. and Dyson, R. G. (Eds) (2007) Supporting strategy: frameworks, methods and models. John Wiley & Sons, Chichester, UK Oppenheim, A. N. (2006) Questionnaire design, interviewing and attitude measurement. Continuum, London Ormerod, R. (1996) Putting soft OR methods to work: Information systems strategy development at Richards Bay. The Journal of the Operational Research Society, 47: 9, 1083 - 1097 Ormerod, R. (2002) On the nature of OR: taking stock. The Journal of the Operational Research Society, 53: 1-17 Ormerod, R. J. (2004) The practice of UK practitioners. Journal of the Operational Research Society, 55: Pidd, M. (1996) OR/MS and strategic management. The Journal of the Operational Research Society, 47: 3, 473 - 474 Pidd, M. (2004) Contemporary OR/MS in strategy development and policy-making: some reflections. The Journal of the Operational Research Society, 55: 791-800 Pollack, J. (2009) Multimethodology in series and parallel: strategic planning using hard and soft OR. The Journal of the Operational Research Society, 60: 156 Rigby, D. and Bilodeau, B. (2007) Bain‟s global 2007 management tools and trends survey. Strategy and Leadership, 35: 9-16 Ringland, G. (1998) Scenario Planning: Managing for the future. Wiley, Chichester Rosenhead, J. and Mitchell, G. (1986) Report of the Commission on the future practice of Operational Research. Journal of the Operational Research Society, 37: 9, 831-886 Rosenhead, J. (1992) Into the Swamp: The Analysis of Social Issues. The Journal of the Operational Research Society, 43: 4, 293-305 Rosenhead, J. and Mingers, J. (2001) Rational analysis for a problematic world revisited. Wiley, Chichester Sheu, J.-B. (2007) Microscopic modeling and control logic for incident-responsive automatic vehicle movements in single-automated-lane highway systems. The Journal of the Operational Research Society, 182: 2, 640-662 Stenfors, S., Tanner, L., M, S., Seppälä, T. and Haapalinna, I. (2007) Executive views concerning decision support tools. European Journal of Operational Research, 181: 929 - 938 Tapinos, E. (2005) Strategic development process: Investigating the relationship between organisational direction and performance measurement. University of Warwick. Coventry Thompson, A. J., Strickland, A. I. and Gamble, G. (2005) Crafting and executing strategy: texts and readings (14th edition). McGraw Hill, Tobin, N. R., Rapley, K. and W., T. (1980) The changing role of OR. The Journal of the Operational Research Society, 31: 4, 279-288 Tsagalidis, E. G. and Georgiou, A. G. (2009) Using simulation modeling to support decisions in hail suppression programmes with airborne means. Journal of the Operational Research Society, 60: 1, 14-22 Tsoukas, H. and Papoulias, D. B. (1996) Understanding social reforms: A conceptual analysis. The Journal of the Operational Research Society, 47: 7, 853 - 863 van Gennip, C. E. G., Hulshof, J. A. M. and Lootsma, F. A. (1997) A multi-criteria evaluation of diseases in a study for public-health planning. European Journal of Operational Research, 99: 2, 236 - 240 Whittington, R. (1993) What is strategy - and does it matter? Routledge, London Whittington, R. (2006) Completing the practice turn in strategy. Organization Studies, 27: 5, 613-634 |
| URI: | http://wrap.warwick.ac.uk/id/eprint/2896 |
Data sourced from Thomson Reuters' Web of Knowledge
Actions (login required)
![]() |
View Item |
Tools
Tools

