Behavioural operational research: Towards a framework for understanding behaviour in OR interventions

White, Leroy

doi:10.1016/j.ejor.2015.07.032

Cited by 56 publications

(30 citation statements)

References 171 publications

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“…Our framework contrasts with that proposed recently by White (2016), which is offered as a device for thinking about behaviour across a three-dimensional typology of OR interventions. This typology is derived from alternative configurations of the (discrete) values taken by the dimensions of 'OR user' (individual/group), 'issue divergence' (high/low), and 'model use' (instrumental/symbolic).…”

Section: An Integrative Framework To Study Behaviour In Ormentioning

confidence: 87%

Behavioral Operational Research

Franco¹,

Hämäläinen²

2016

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In this chapter, we highlight the importance of the behavioural perspective to advance the discipline of operational research (OR). The power of this perspective lies in its ability to identify the conditions under which the impact of OR-supported processes is enhanced or hindered by behavioural factors, with a view to developing more effective OR practice. To help organise and guide the conduct of empirical studies in the sub-discipline of behavioural OR (BOR), we draw on practice theories from the social and organisational sciences to propose an integrative framework based on the three central concepts of OR methods, OR actors, and OR praxis. In discussing these concepts, we refer to the developing empirical BOR literature to highlight alternative analytical foci. We end the chapter by discussing the implications of the behavioural perspective for advancing the OR discipline, particularly with regards to foregrounding OR praxis in academic papers, attending to a wide diversity of OR actors, developing OR competences, and the role of theory and research methodology.

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Section: An Integrative Framework To Study Behaviour In Ormentioning

confidence: 87%

Behavioral Operational Research

Franco¹,

Hämäläinen²

2016

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“…In addressing the above, OR scholars have, however, tended to highlight how much attention is paid to what people can't do rather than their capabilities (Phillips, 1984), and there has been a tendency to focus on individual behaviours rather than collective ones (White, 2016). In a social purpose context, individual capabilities may be insufficient to produce change, whereas it is suggested that collective capabilities are often necessary to achieve changes to broader complex societal problems (De Tombe, 2001).…”

Section: Applying the Capability Approach To Social Purpose Organisatmentioning

confidence: 99%

“…However, the outcome of collective action is greatly influenced by social structures, as they can enhance or restrain the exercise of agency (White & Bourne, 2006). Thus, appraising collective capabilities requires an analysis of the types of capabilities promoted through group membership as well as the ways in which social arrangements or social network relationships enable or disable collective action (White, 2016).…”

Section: Applying the Capability Approach To Social Purpose Organisatmentioning

confidence: 99%

A Cook's tour: Towards a framework for measuring the social impact of social purpose organisations

White

2018

European Journal of Operational Research

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For over 50 years Operational Researchers have advocated that Operational Research (OR) could be considered as a useful set of ideas and methods for the benefit of society. However, this aspiration, while still chiming today, has yet to realise its full potential. This paper focuses on organisations whose remit is to alleviate social problems, and therefore have a social purpose. They are under considerable pressure to demonstrate the impact of the work they do. However, showing the value of these organisations is not easy. The paper contributes to this research gap by developing a framework for measuring the impact of social purpose organisations. This is accomplished by bringing together current research on Sen's capability approach and configurational theory, and arguing for an integrative view to show the value of social purpose organisations.

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“…The BOR research agenda revolves around questions as 'what are the consequences of humans being involved in OR', and 'what is the human impact on the OR process' (Hämäläinen et al 2013)? Behavioral mechanisms have important implications for the process, models, and outcomes of OR efforts (White 2016). In addition, behavioral mechanisms are one of the elements of the problems that OR projects aim to study (e.g.…”

Section: Introductionmentioning

confidence: 99%

Stakeholder Behavior in Operational Research: Connecting the Why, Who, and How of Stakeholder Involvement

Gooyert

2019

Behavioral Operational Research

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The relevance of stakeholder behavior is widely acknowledged in operational research.However, the specific line of reasoning behind involving stakeholder behavior often remains implicit. This is problematic as there are very different reasons with important implications for the design and implementation for operation research studies. To support transforming the currently often unconscious capability of addressing stakeholder behavior in operational research into a more conscious one, this chapter expands on four different motives: improving decision quality, building consensus, improving relationships, and the intrinsic value of involving stakeholders. For each of these four motives the implications are discussed for how to involve stakeholders, and which stakeholders to involve. BiographyDr. Vincent de Gooyert is assistant professor of Research Methodology at the Nijmegen School of Management, Radboud University. Building on his background in both engineering and sociology, he specializes in sustainability and in system dynamics. Vincent was a visiting scholar at the MIT Sloan School of Management and Schulich School of Business, York

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Behavioural operational research: Towards a framework for understanding behaviour in OR interventions

Cited by 56 publications

References 171 publications

Behavioral Operational Research

Behavioral Operational Research

A Cook's tour: Towards a framework for measuring the social impact of social purpose organisations

Stakeholder Behavior in Operational Research: Connecting the Why, Who, and How of Stakeholder Involvement

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