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J Mingers, W Liu & W Meng. (2009) Using SSM to structure the identification of inputs and outputs in DEA. Journal of the Operational Research Society 60:2, pages 168-179.
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R J Ormerod. (2008) The transformation competence perspective. Journal of the Operational Research Society 59:11, pages 1435-1448.
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M den Hengst, G-J de Vreede & R Maghnouji. (2007) Using soft OR principles for collaborative simulation: a case study in the Dutch airline industry. Journal of the Operational Research Society 58:5, pages 669-682.
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R Sachdeva, T Williams & J Quigley. (2007) Mixing methodologies to enhance the implementation of healthcare operational research. Journal of the Operational Research Society 58:2, pages 159-167.
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J-R Córdoba. (2006) Using Foucault to analyse ethics in the practice of problem structuring methods. Journal of the Operational Research Society 57:9, pages 1027-1034.
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P Keys. (2006) On becoming expert in the use of problem structuring methods. Journal of the Operational Research Society 57:7, pages 822-829.
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D Shaw. (2006) Journey Making group workshops as a research tool. Journal of the Operational Research Society 57:7, pages 830-841.
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Jae Eon Yu. (2005) Incorporating knowledge management as HRD strategy: the case of a Korean electronics company. Journal of Organisational Transformation & Social Change 2:3, pages 187-212.
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J Mingers. (2005) ‘More dangerous than an unanswered question is an unquestioned answer’: a contribution to the Ulrich debate. Journal of the Operational Research Society 56:4, pages 468-474.
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R J Ormerod. (2005) Comments on the classification of management science methods by Mingers. Journal of the Operational Research Society 56:4, pages 463-465.
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J Mingers. (2005) Classifying philosophical assumptions: a reply to Ormerod. Journal of the Operational Research Society 56:4, pages 465-467.
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Frank H Gregory. (2003) Mingers on the classification of philosophical assumptions. Journal of the Operational Research Society 54:12, pages 1301-1302.
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John Mingers. (2003) Replies to Jackson and Gregory. Journal of the Operational Research Society 54:12, pages 1303-1304.
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