The practice of operational research in Taiwan

This paper presents the results of a questionnaire survey of operational research/management science (OR/MS) practices in Taiwanese companies. The survey was addressed to the current status and future perspectives of OR/MS in Taiwan. During the spring of 2001, 2000 questionnaires were mailed to the top 1000 domestic manufacturing firms and top 1000 domestic service organizations. These asked questions concerning specific OR/MS techniques being used, application areas of OR/MS, reasons for using OR/MS, reasons for not using OR/MS, difficulties encountered practically, and future perspectives. Results from 262 valid respondents provided several informative findings. Compared with the 1995 survey of Kao et al, it found that the percentage of companies that have used OR/MS techniques increased from 62.7% in 1995 to 76.7% in 2001. Also, the percentage of companies that have never heard of OR/MS decreased from 16.1% in 1995 to 11.1% in 2001. Because of the Taiwan government recently developing educational and training programs in OR/MS, it found that the importance of OR/MS has been recognized by Taiwan companies as an efficient management tool for economic development, and the usage of OR/MS will continuously increase.     

Executive views concerning decision support tools

Support tools for strategic-level decision-making have become increasingly popular. This study investigates the role of OR/MS tools in today’s strategic-level decision support tool market. Executives working in Finland’s 500 largest companies were asked about the decision support tools they use when making major decisions. The responses received indicated that executives actively use a variety of tools, and an average of five different strategic-level tools. Approximately 10% of the tools used could be identified as OR/MS type, these often suit the needs of larger companies with strategic logistical or production functions and compared to other tools, have a specific profile. Executives see advantages in using tools that provide cognitive, collaboration and communication possibilities, and also in using tools that make processes more efficient. OR methodologies have influenced some of the other tools on the market, but ‘soft OR’ tool usage could not be identified. Tools which support creativity are needed.     

The use of multimethodology in practice—results of a survey of practitioners

There is now a vast range of techniques and methodologies, both hard and soft, available to the OR/MS practitioner. After a period of concern about methodology choice, ie ‘which method when’, we are now moving towards a pluralistic approach of combining together several methods within an intervention—multimethodology. This paper reports on a survey of OR/MS practitioners to discover the extent of multimethodology usage and which particular combinations are most commonly utilised.     

Rethinking tradeoffs and OR/MS methodology

The purpose of this paper is to explore the role of a process known as the ‘evaporating cloud’ (EC) as a way of enhancing OR/MS modelling. While other authors have described the use of the EC process to explore the tradeoffs in a traditional Economic Order Quantity model, this paper demonstrates the use of the EC with a facilities location problem, which was originally solved via mixed integer programming. We relate our findings to OR/MS modelling in general, and argue that the EC could contribute effectively to different phases of the problem-solving process, for example, aiding the problem-structuring phase and helping to find better solutions in many OR/MS modelling situations. We demonstrate that the EC is a valuable tool to use in modelling practice as a problem-structuring tool, as a way of dealing specifically with tradeoffs, and that it can therefore be a useful complement to OR/MS methodology, and contribute to OR/MS practice and teaching.     

Integration and Utilization of Management Science Activities in Organizations<Superscript>†</Superscript>

A large-scale field study was undertaken to attempt to improve our understanding of the experiences of operational research and related management science (OR/MS) activities in U.S. industries. Multiple interviews were conducted in 66 major firms. An initial analysis of the data suggests several parameters which might be important to the success of management science activities and which researchers may wish to consider in future efforts at theory building. Examples of such factors are: background of the OR/MS leaders and analysts; succession of leaders; amount of OR/MS exposure in the firm; extent of computer usage in the firm; organizational location; project missions; top management relations; client relations; staff relations; personality conflicts. Selected cases are presented to illustrate the interaction of many of these factors in the reported experiences of several firms. Interface relations are examined with special attention given to data collection and implementation problems. The increasing usage of liaison roles is noted. Further studies are being conducted to compare these U.S. experiences with those of OR/MS activities in other countries.     

Supporting the strategy process: a survey of UK OR/MS practitioners

This paper reports the results of an online 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 the strategy process 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 the strategy process within their organisations. While a wide variety of tools, drawn from the OR/MS and management/strategy fields, are used to support the strategy process within organisations, the findings suggest that soft OR/MS tools are not regularly used. The findings also demonstrate that tools are combined to support the strategy process from both within and across the OR/MS and management/strategy fields. The paper ends by identifying a number of areas for further research.     

OR Utilization in Nigeria: A Sample Survey

The study presents the results of a mail survey on the utilization of Operational Research (OR) techniques in tackling complex operational problems in the private sector in Nigeria. The survey was mailed to OR practitioners in nearly 1000 companies and was aimed at determining the familiarity with, and usage of, OR techniques, background of OR personnel, degree of computer usage, application areas, implementation and contributions of OR, problems attendant in using OR techniques, and future prospects for OR usage.     

Beyond problem structuring methods: reinventing the future of OR/MS

Some of the most influential pioneers of OR felt disappointed by the way it developed in the 1960s and 1970s. In their view, the original intention to create a holistic, interdisciplinary science addressed to strategic problems was betrayed. Problem structuring methods (PSMs) have made a significant contribution to taking OR/MS forward again in the direction charted by those pioneers. From a theoretical perspective, however, it is clear that the opportunities provided by PSMs tend to be limited to those drawn from the interpretive paradigm. That is only one way of adding to the positivist/quantitative approach of classical OR/MS. This paper suggests that OR has an obligation to explore a wider range of theoretical options and to convert the possibilities offered by all of these into a form that managers and management scientists can use. Only in this way can OR be reinvented to live up to the ambitions of its founders.     

The cultural roots linking Europe

It is argued that the cultural roots within Europe are powerful links and that there exist other regions as well, powerfully stamped by Indian, Chinese, Japanese, or Arabian and other cultures; we need a modus vivendi of “cooperative competition”; can OR/MS help (Section 1)? The history of European culture will be outlined (Section 2), particularly with a focus on European philosophy, beginning with the Greek pre-Socratics. Then, the influence of European philosophy on OR/MS will be sketched (Section 3) with respect to mathematics, state organisation, self-control, ethics, and philosophy of science. Finally, an extension of OR/MS education programmes toward philosophy will be recommended (Section 4).     

The interface between OR/MS and decision theory

The purpose of this work is to review new diretioons in the theory of nonlinear utility forms and to illustrate their development for OR/MS types of problems. The illustrations are borrowed from strategic information analysis, operations management, and health care management.     

The Blackett Memorial Lecture 18 November 1997

It is argued that movement toward the ‘control’ aspects of management should be effected to expand OR/MS activities beyond their present (almost exclusive) emphasis on ‘planning’ functions. This will involve increasing the amount of empirical-inferential approaches to research (based on ex-post data) as one way to help bring this about. Examples of such empirical-inferential research activities in OR/MS are supplied by reference to the early (founding) work of PMS Blackett and others on high-level policy problems during World War II. Extensions to the control function are evidenced in the work of Robert Fetter and others in the development of Diagnostic Related Groups on which the Prospective Payment Systems are based with large and important impacts on the health care delivery systems in the USA as well as other countries. Other examples covered include the use of OR concepts in the early ‘turnaround’ of Federal Express from failure to success. Other new methods will nevertheless be needed to extend and improve presently available OR/MS approaches. Some of these possibilities are illustrated with Data Envelopment Analysis. Ways to combine DEA with commonly used statistical methods are described to show how new and old methods may be combined to further enhance their power and range. Similar relations of DEA to other OR/MS approaches are now being studied, some of which are presently occurring with ‘fuzzy sets’ and ‘multiple objective programming.’     

Management science methodologies in environmental management and sustainability: discourses and applications

This paper investigates and discusses the use of systemic methodologies (SMs) developed in management science/operational research (MS/OR), in particular, those SM that have been informing the complexity inherent in environmental management and sustainable (EM/S) practices. By surveying a sample of the top MS/OR and systems journals, we assess the extent to which systemic management science methodologies developed recently have been used in tackling EM/S problems. Titles and abstracts of EM/S applications published in MS/OR and systems journals between 1989 and 2009 were queried for the occurrence of typical keywords associated with a set of SMs (eg, complexity theory, systems dynamics, soft systems, critical systems, viable systems model). The survey identifies a set of articles representing the practice of either a particular methodology or of a mixture of various SMs in EM/S setting. By assembling and critically reviewing a sample of applications in EM/S the paper hopes to raise awareness among environmentalists, operational researchers and management scientists of the benefits of using systemic approaches developed in MS/OR and, in this way, to encourage further exchange and conversation between these fields of management.     

OR/MS research in disaster operations management

Disasters are large intractable problems that test the ability of communities and nations to effectively protect their populations and infrastructure, to reduce both human and property loss, and to rapidly recover. The seeming randomness of impacts and problems and uniqueness of incidents demand dynamic, real-time, effective and cost efficient solutions, thus making the topic very suitable for OR/MS research. While social sciences and humanities literatures enjoy an abundance of articles on disaster management, the OR/MS community is yet to produce a critical mass. In this paper, we survey the literature to identify potential research directions in disaster operations, discuss relevant issues, and provide a starting point for interested researchers.     

A survey of decision support system applications (1988–1994)

To extend a previous survey of specific decision support system (DSS) applications over the period (January 1971–April 1988), we have conducted a follow-up survey of DSS applications published between May 1988 and December 1994. Two hundred seventy-one published applications are identified. This survey reveals that there appear to be more creative applications of optimisation and suggestion model-based DSS than simulation-based applications. This is evidenced by a proportional increase of optimisation and suggestion models and a decrease of representation models. Moreover, group decision support systems, executive support systems, and knowledge-based systems applications are becoming more prevalent in many organisations. Although management science (MS)/operational research (OR) models continue to play critical roles, there is a clear observable trend in the DSS model area that three non-MS/OR tools are emerging as powerful DSS tools: graphics, artificial intelligence, and visual interactive modeling.     

The development of management sciences/operational research discourses: surveying the trends in the US and the UK

This paper explores the trends in American and British management science/operational research (MS/OR) during the last 25 years. We argue that British MS/OR has developed a soft and systemic approach to MS/OR practice, which has resulted in the emergence of a number of interpretive and critical-oriented methodologies. American MS/OR practice has remained closed to the positivistic discourse. Using a set of keywords and authors’ names associated with the main features of the interpretive and critical MS discourses, we surveyed articles published in three major US MS/OR journals. We compare these results with trends in the UK MS/OR scene. Findings appear to confirm the different directions taken by the MS/OR practice across the Atlantic. The paper posits possible reasons underpinning these differences: firstly, the particular methodological path followed by the British MS/OR, from early ‘soft systems’ applications in the early 1970s to the now well-established ‘Problem Structuring Methods’; and secondly, continuous engagement between the systems and MS/OR British communities (a dialogue that seems not to have occurred in the US). The paper contributes to a reflection on the MS/OR historical developments and contrasts these developments in both countries, two areas of OR significantly under-researched.     

Innovative research in OR/MS?

This paper is a contribution to the continuing debate about research priorities and publications in OR/MS. It categorises research publications in several different ways. First it uses approaches suggested in the information systems and operations management literature. It then takes previous examinations of leading OR/MS journals to gain a different perspective on the same issues. Finally, it uses a multi-faceted view of OR/MS to try to capture its full richness. These analyses confirm the view that much published research in OR is unengaged and focuses on decision mathematics or optimisation, apparently for its own sake. That is, most papers published in the leading OR/MS journals take little or no account of how their findings might be used in practice, nor do they express much concern about this issue. The reasons for this state of affairs are discussed, so as to consider whether a change might be overdue.     

The contribution of critical realism as an underpinning philosophy for OR/MS and systems

Many issues are under debate as to the philosophical nature of OR/MS: is it science or technology? Is it natural or social science? Can it be realist as well as being interpretivist? There are also many debates within the philosophy of science itself. This paper proposes that a particular account of the philosophy of science, known as ‘critical realism’, is especially suitable as an underpinning of OR/MS. The structure of the argument of this paper is to outline the main positions within the philosophy of science and highlight their problems, especially from the point of view of OR/MS; then to introduce critical realism and to show how it addresses these problems and how it is particularly appropriate for OR/MS; and finally to illustrate this by considering examples of various practical OR methods.     

On the roles of OR/MS practitioners in supporting strategy

This paper presents an exploratory account of how Operational Research/Management Science (OR/MS) practitioners understand their role in supporting an organisational strategy process. The role of strategy support is characterised by five dimensions: the activities supported within the strategy process; the nature of support provided; the orientation of the support provided; the tools used in providing support; and the nature of the relationship between consultant and client. The research draws on case studies of four OR/MS practitioners working as internal and as external consultants. The work of the practitioners is mapped onto the framework and gaps are identified. The research proposes a further dimension, namely, ‘the purpose of the support provided’, and suggests four purposeful support roles adopted by practitioners in supporting strategy within organisations: sensemaking/sensegiving; decision support tool development; problem solving/solution exploration; and process facilitation. The paper concludes with suggestions for further research.     

Implementation of the operations research/management science process

The aim of this article is to point out some basic aspects of the OR/MS implementation problem and to outline a frame of reference for dealing with the OR/MS process. The model proposed includes a decomposition of the OR/MS process. Phases, interest groups, strategies, and variables in the OR/MS process are considered as being important. The first part of the article is a summary of some important recent contributions by others, whereas the second part represents contributions resulting from the author's own research.     

The role of OR in shaping the future: smart bits,helpful ways and things that matter

This paper attempts to set out a personal view of the future of OR in the UK. Against a context of a changing political, economic, social and technical environment those areas where OR can contribute are identified. Three areas are selected and illustrated with examples from personal experience. Firstly, in a world awash with data, the smart bits, the algorithms are often primitive. OR is successfully established in this area and can maintain itself as the pre-eminent provider of smart bits. Secondly, OR has developed helpful ways, consulting approaches, to guide successful interventions. Here OR competes with other professional groups. OR has developed unique approaches but will need to contest the ground, vigorously and with imagination. Thirdly, OR can contribute to things that matter, important strategic, political and social issues of the day. OR will have no automatic right to be heard. The contribution will depend on the motivation and skill of key individuals. The recent trend away from in-house OR groups to external consultancies and small firms provides OR with the opportunity to become the discipline that underpins consultancy, offering exciting opportunities for young academics and practitioners.