Citations (35)
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Read on this site (17)
Martin Kunc & Frances A. O’Brien. (2019) The role of business analytics in supporting strategy processes: Opportunities and limitations. Journal of the Operational Research Society 70:6, pages 974-985.
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Frances A O'Brien. (2015) On the roles of OR/MS practitioners in supporting strategy. Journal of the Operational Research Society 66:2, pages 202-218.
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P J Dortmans & C Durrant. (2013) Employing integrated reference models to represent interdependency in a complex enterprise. Journal of the Operational Research Society 64:6, pages 817-824.
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J Bowers, M Ghattas & G Mould. (2012) Exploring alternative routes to realising the benefits of simulation in healthcare. Journal of the Operational Research Society 63:10, pages 1457-1466.
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J Brocklesby. (2012) Using the Viable Systems Model to examine multi-agency arrangements for combatting transnational organised crime. Journal of the Operational Research Society 63:3, pages 418-430.
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F O'Brien. (2011) Supporting the strategy process: a survey of UK OR/MS practitioners. Journal of the Operational Research Society 62:5, pages 900-920.
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E Tapinos, R G Dyson & M Meadows. (2011) Does the Balanced Scorecard make a difference to the strategy development process?. Journal of the Operational Research Society 62:5, pages 888-899.
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E A J A Rouwette. (2011) Facilitated modelling in strategy development: measuring the impact on communication, consensus and commitment. Journal of the Operational Research Society 62:5, pages 879-887.
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J Bryant, J Darwin & C Booth. (2011) Strategy making with the whole organisation: OR and the art of the possible. Journal of the Operational Research Society 62:5, pages 840-854.
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G Burt. (2011) Towards the integration of system modelling with scenario planning to support strategy: the case of the UK energy industry. Journal of the Operational Research Society 62:5, pages 830-839.
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M H Kunc & J D W Morecroft. (2009) Resource-based strategies and problem structuring: using resource maps to manage resource systems. Journal of the Operational Research Society 60:2, pages 191-199.
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D I Calvert & R Kaufman. (2008) Using analysis to influence strategic-decision making: option valuation at ECGD. Journal of the Operational Research Society 59:2, pages 198-202.
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N J Curtis, P J Dortmans & J Ciuk. (2006) ‘Doing the right problem’ versus ‘doing the problem right’: problem structuring within a Land Force environment. Journal of the Operational Research Society 57:11, pages 1300-1312.
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M Pidd. (2006) Reply to R Ormerod. Journal of the Operational Research Society 57:1, pages 120-121.
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Robert G. Dyson, Frances A. O’Brien & Devan B. Shah. (2021) Soft OR and Practice: The Contribution of the Founders of Operations Research. Operations Research 69:3, pages 727-738.
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Do-Hyeon Kim & Youngjoong Chang. (2008) Problem-solving Methods in Management and Design : A Comparison of Design Thinking and Problem Structuring Methods. Journal of Digital Design 8:2, pages 221-231.
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Leroy White & Humphrey Bourne. (2007) Voices and values: Linking values with participation in OR/MS in public policy making. Omega 35:5, pages 588-603.
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