Behavioral Operational Research: A Capabilities Approach
Editat de Leroy White, Martin Kunc, Katharina Burger, Jonathan Malpassen Limba Engleză Paperback – 6 noi 2020
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Specificații
ISBN-13: 9783030254070
ISBN-10: 3030254070
Pagini: 379
Ilustrații: XXXII, 379 p. 35 illus., 18 illus. in color.
Dimensiuni: 148 x 210 mm
Greutate: 0.49 kg
Ediția:1st ed. 2020
Editura: Springer International Publishing
Colecția Palgrave Macmillan
Locul publicării:Cham, Switzerland
ISBN-10: 3030254070
Pagini: 379
Ilustrații: XXXII, 379 p. 35 illus., 18 illus. in color.
Dimensiuni: 148 x 210 mm
Greutate: 0.49 kg
Ediția:1st ed. 2020
Editura: Springer International Publishing
Colecția Palgrave Macmillan
Locul publicării:Cham, Switzerland
Cuprins
Section I: Competencies within Models
Chapter 1: Behavioral Operations and Behavioral Operational Research: Similarities and Differences in Competences and Capabilities, Martin Kunc
Chapter 2: Behavioural Implications of Demand Perception in Inventory Management, Dilek Onkal, Ayşe Kocabıyıkoğlu, M. Sinan Gonul and Celile Itır Göğüş
Chapter 3: Behavioral Operational Research in Portfolio Selection, Omid Momen
Chapter 4: Feedback, Information Representation and Bidder Behavior in Electronic Auctions, Aysegul Engin and Rudolf Vetschera
Section II: Competencies beyond Models
Chapter 5: Probability and beyond: including uncertainties in decision analysis, Ian Durbach and Theodor Stewart
Chapter 6: How to use ambiguity in problem understanding for enabling divergent thinking: integrating Problem Structuring Methods and Concept-Knowledge theory, Raffaele Giordano, Irene Pluchinotta, Dimitrios Zikos, Tobias Krueger and Alexis Tsoukias
Chapter 7: Insights from an initial exploration of cognitive biases in spatial decisions, Valentina Ferretti
Chapter 8: Modeling human behaviors in project management: Insights from the literature review, Lin Wang, Jianping Li and Chao LiChapter 9: Exploring the machinery for calibrating optimism and realism in transformation programmes: a practical toolkit, Leasil Burrow
Section III: Capabilities within Models
Chapter 10: The importance of human behaviour in practice: insights from the modelling cycle, Sean Manzi
Chapter 11: Developing problem structuring capability: a practice-based view, Katharina BurgerChapter 12: Stakeholder behavior in operational research: Connecting the why, who, and how of stakeholder involvement, Vincent de Gooyert
Chapter 13: Lessons learned: Acquiring insights from non-operational research perspectives, Hubert Korzilius and Pleun van ArensbergenChapter 14: The Merits of Transparent Models, Konstantinos Katsikopoulos
Section IV: Capabilities within Models
Chapter 15: Achieving a Balance between Behavioral Theory and Behavioral Practice in Transformation Projects, Jonathan Malpass and Steve Cassidy
Chapter 16: Conjoined capability, collective behavior and collaborative action: What’s the connection? Leroy White
Chapter 17: Behavioural Aspects of the New General Data Protection Regulation: A Consumer-centric Approach to Operations, Alexander KharlamovChapter 18: How do we know anything? Philosophical issues in the collection and interpretation of operational research data, Ben Hardy and Philip Stiles
Chapter 19: Future Directions: Leroy White, Martin Kunc, Jonathan Malpass and Katharina Burger
Chapter 2: Behavioural Implications of Demand Perception in Inventory Management, Dilek Onkal, Ayşe Kocabıyıkoğlu, M. Sinan Gonul and Celile Itır Göğüş
Chapter 3: Behavioral Operational Research in Portfolio Selection, Omid Momen
Chapter 4: Feedback, Information Representation and Bidder Behavior in Electronic Auctions, Aysegul Engin and Rudolf Vetschera
Section II: Competencies beyond Models
Chapter 5: Probability and beyond: including uncertainties in decision analysis, Ian Durbach and Theodor Stewart
Chapter 6: How to use ambiguity in problem understanding for enabling divergent thinking: integrating Problem Structuring Methods and Concept-Knowledge theory, Raffaele Giordano, Irene Pluchinotta, Dimitrios Zikos, Tobias Krueger and Alexis Tsoukias
Chapter 7: Insights from an initial exploration of cognitive biases in spatial decisions, Valentina Ferretti
Chapter 8: Modeling human behaviors in project management: Insights from the literature review, Lin Wang, Jianping Li and Chao LiChapter 9: Exploring the machinery for calibrating optimism and realism in transformation programmes: a practical toolkit, Leasil Burrow
Section III: Capabilities within Models
Chapter 10: The importance of human behaviour in practice: insights from the modelling cycle, Sean Manzi
Chapter 11: Developing problem structuring capability: a practice-based view, Katharina BurgerChapter 12: Stakeholder behavior in operational research: Connecting the why, who, and how of stakeholder involvement, Vincent de Gooyert
Chapter 13: Lessons learned: Acquiring insights from non-operational research perspectives, Hubert Korzilius and Pleun van ArensbergenChapter 14: The Merits of Transparent Models, Konstantinos Katsikopoulos
Section IV: Capabilities within Models
Chapter 15: Achieving a Balance between Behavioral Theory and Behavioral Practice in Transformation Projects, Jonathan Malpass and Steve Cassidy
Chapter 16: Conjoined capability, collective behavior and collaborative action: What’s the connection? Leroy White
Chapter 17: Behavioural Aspects of the New General Data Protection Regulation: A Consumer-centric Approach to Operations, Alexander KharlamovChapter 18: How do we know anything? Philosophical issues in the collection and interpretation of operational research data, Ben Hardy and Philip Stiles
Chapter 19: Future Directions: Leroy White, Martin Kunc, Jonathan Malpass and Katharina Burger
Notă biografică
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.
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.
Textul de pe ultima copertă
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.
Caracteristici
Explores transformational processes that occur across different dimensions
Advances understanding of capabilities and competences and the interaction between the cognition of managers and organizational-level capabilities
Addresses the need for conceptualization and operationalization of the different aspects of the engagement process
Advances understanding of capabilities and competences and the interaction between the cognition of managers and organizational-level capabilities
Addresses the need for conceptualization and operationalization of the different aspects of the engagement process