Voices and values: Linking values with participation in OR/MS in public policy making

White, Leroy; Bourne, Humphrey

doi:10.1016/j.omega.2005.11.002

Cited by 35 publications

(14 citation statements)

References 36 publications

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“…Although this challenge is not new (e.g. Ackermann, Franco, Gallupe, & Parent, 2005;Eden & Ackermann, 2013;Franco, 2009;Rouwette, Bleijenbergh, & Vennix, 2014;Taket & White, 2000;White & Bourne, 2006), we contend that more work in this area remains an important priority for the problem structuring community.…”

Section: The Challengesmentioning

confidence: 96%

Special issue on problem structuring research and practice

Ackermann

Franco

Rouwette

et al. 2014

EURO Journal on Decision Processes

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Section: The Challengesmentioning

confidence: 96%

Special issue on problem structuring research and practice

Ackermann

Franco

Rouwette

et al. 2014

EURO Journal on Decision Processes

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“…Indeed, soft OR has continued to investigate the possibility of using qualitative methods, including subjective beliefs and values to support decision-making (Davis et al, 2010;Checkland, and Holwell, 2004;Eden and Ackermann, 2006;Mingers, 2011, White andBourne, 2007;Yearworth and White, 2011).…”

Section: Subjectivity and Rationality Revisitedmentioning

confidence: 99%

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

White

2016

European Journal of Operational Research

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Stimulated by the growing interest in behavioural issues in the management sciences, research scholars have begun to address the implications of behavioural insights for Operational Research (OR). This current work reviews some foundational debates on the nature of OR to serve as a theoretical backdrop to orient a discussion on a behavioural perspective and OR. The paper addresses a specific research need by outlining that there is a distinct and complementary contribution of a behavioural perspective to OR. However, there is a need to build a theoretical base in which the insights from classical behavioural research is just one of a number of convergent building blocks that together point towards a compelling basis for behavioural OR. In particular, the focus of the paper is a framework that highlights the collective nature of OR practice and provides a distinct and interesting line of enquiry for future research.

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“…These results are somehow not surprising, as one would expect that a multimethodology intervention will be perceived as addressing multi-dimensional concerns. Furthermore, it can be stated that participants' views were consistent with the underlying orientations of the methodologies: a key feature of mapping, like that of most problem structuring methods, is that it facilitates group dialogue through increased openness and participation [56][57][58]; multi-criteria methods, on the other hand, have an explicit focus on objective setting and evaluation as a means to produce efficient decisions [11,59].…”

Section: "The Mapping Thing…it Wasn't Just In One Section Its Part Omentioning

confidence: 99%

Understanding multi-methodology: Evaluating the perceived impact of mixing methods for group budgetary decisions

Franco

Lord

2011

Omega

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Citation: FRANCO, L.A. and LORD, E., 2011. Understanding multi-methodology: evaluating the perceived impact of mixing methods for group budgetary decisions. Omega-The International Journal of Management Science, 39 (3), pp. -372.Additional Information:• AbstractThis paper reports on the design and implementation of a multi-methodology intervention intended to support a budget prioritisation decision by a multi-organizational group tasked with tackling the problem of teenage pregnancy in an English borough. The intervention approach involved the combined use of cognitive/causal mapping and a multi-criteria decision analysis method to develop and prioritise a number of projects aimed at alleviating issues associated with teenage pregnancy. The paper describes and discusses the process of developing and applying the intervention approach, and provides an evaluation of its perceived impact by the client group. Drawing on the rich seam of data gathered over the course of our work with the multi-organisational group, we explore the varying degrees of impact that the mapping and multi-criteria evaluation methods achieved during and after the intervention. Analysis of the intervention data suggests that both methods were perceived to facilitate a different way of thinking and learning. In addition, we find that the mapping and multi-criteria evaluation methods successfully addressed participants' democratic and rational concerns. However, despite these reported positive effects, the full recommendations of the intervention were not implemented. An attempt is made to explain this outcome in terms of both, the multi-organisational context within which the intervention took place, and the nature of the group task. Directions for further research are then proposed.

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Voices and values: Linking values with participation in OR/MS in public policy making

Cited by 35 publications

References 36 publications

Special issue on problem structuring research and practice

Special issue on problem structuring research and practice

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

Understanding multi-methodology: Evaluating the perceived impact of mixing methods for group budgetary decisions

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