Putting soft OR methods to work: the case of IS strategy development for the UK Parliament
UNSPECIFIED. (2005) Putting soft OR methods to work: the case of IS strategy development for the UK Parliament. JOURNAL OF THE OPERATIONAL RESEARCH SOCIETY, 56 (12). pp. 1379-1398. ISSN 0160-5682Full text not available from this repository.
Official URL: http://dx.doi.org/10.1057/palgrave.jors.2601963
in 1999 a project was undertaken to develop an information systems strategy (ISS) for the UK Parliament. This was the first time that both Houses of Parliament, the Lords and the Commons, had collaborated in such a venture. The paper describes the attempt to apply soft OR in the project. Because of the inherent interest of the context of the intervention, the paper describes the project in some detail. In the event the formal soft OR methods were not used but a soft approach was taken, The experience complements earlier Studies in the retail, mining and electricity supply industries. The paper is the last in a series of published case studies, which describe attempts to apply soft methods in practice. Together the cases articulate the 'strand of practice' of one practitioner.
|Item Type:||Journal Article|
|Subjects:||H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management|
|Journal or Publication Title:||JOURNAL OF THE OPERATIONAL RESEARCH SOCIETY|
|Publisher:||PALGRAVE PUBLISHERS LTD|
|Official Date:||December 2005|
|Number of Pages:||20|
|Page Range:||pp. 1379-1398|
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