Behavioral Operational Research
Description
This edited collection addresses the question of which capabilities and competencies enable Behavioral Operational Research to provide sustained improvement to decision processes. The aim is to show how a focus on capability and competency will not only meet short-term requirements for problem solving and decision support, but also build a solid foundation for the future. The contributors present recent advances in Behavioral OR, with a focus on the ways in which users of models deal with incomplete and imprecise information, subjective boundaries and uncertainty. These chapters are structured around three key dimensions of BOR: capabilities, cognition and aspects of practice.
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Persons
Leroy White is Professor of Operational Research at the University of Warwick, UK. His main research interests are management science/operational research, problem structuring methods, social network analysis, strategic partnerships, large group decision-making.
Martin Kunc is Professor of Management Science, Southampton Business School, University of Southampton, UK. His interests are in behavioural decision making, system dynamics modelling and strategic management.
Katharina Burger is a Lecturer in the Operations and Management Science Group at the University of Bristol, UK. Her main research interests are sustainable urban transitions, participatory methods and theories of practice.
Jonathan Malpass is a Principal Researcher in the Behavioural, Organisational and System Science group at BT. His research focuses on the impact of change on both employees and customers.
Content
Chapter 1: Behavioral Operations and Behavioral Operational Research: Similarities and Differences in Competences and Capabilities.- Chapter 2: Behavioural Implications of Demand Perception in Inventory Management.- Chapter 3: Behavioral Operational Research in Portfolio Selection.- Chapter 4: Feedback, Information Representation and Bidder Behavior in Electronic Auctions.- Chapter 5: Probability and beyond: including uncertainties in decision analysis.- Chapter 6: How to use ambiguity in problem understanding for enabling divergent thinking: integrating Problem Structuring Methods and Concept-Knowledge theory.- Chapter 7: Insights from an initial exploration of cognitive biases in spatial decisions.- Chapter 8: Modeling human behaviors in project management: Insights from the literature review.- Chapter 9: Exploring the machinery for calibrating optimism and realism in transformation programmes: a practical toolkit.- Chapter 10: The importance of human behaviour in practice: insights from the modelling cycle.- Chapter 11: Developing problem structuring capability: a practice-based view.- Chapter 12: Stakeholder behavior in operational research: Connecting the why, who, and how of stakeholder involvement.- Chapter 13: Lessons learned: Acquiring insights from non-operational research perspectives.- Chapter 14: The Merits of Transparent Models.- Chapter 15: Achieving a Balance between Behavioral Theory and Behavioral Practice in Transformation Projects.- Chapter 16: Conjoined capability, collective behavior and collaborative action: What's the connection?.- Chapter 17: Behavioural Aspects of the New General Data Protection Regulation: A Consumer-centric Approach to Operations.- Chapter 18: How do we know anything? Philosophical issues in the collection and interpretation of operational research data.- Chapter 19: Future Directions.
