TY - JOUR
T1 - On the usability of quantitative modelling in operations strategy decission making
AU - Akkermans, H.A.
AU - Bertrand, J.W.M.
PY - 1997
Y1 - 1997
N2 - Quantitative modelling seems admirably suited to help managers in their strategic decision making on operations management issues, but in practice models are rarely used for this purpose. Investigates the reasons why, based on a detailed cross-case analysis of six cases of modelling-supported strategic decision making. In several of these cases, effective strategic decision making was achieved despite unfavourable technical contingencies, such as a lack of quantitative data, or low tangibility of the issue at stake. This suggests that such technical conditions cannot be crucial for effective model-based support. However, no case was found where good overall results were achieved under adverse organizational conditions, such as low quality of communication between stakeholders during the modelling/decision-making process and low ownership with these stakeholders for the resulting model and its implications. This suggests that such organizational contingencies are indeed crucial for effective model-based support. The modelling method described achieved good communication and ownership by operating in a process-oriented consulting mode, where client participation in group model-building sessions played a central role.
AB - Quantitative modelling seems admirably suited to help managers in their strategic decision making on operations management issues, but in practice models are rarely used for this purpose. Investigates the reasons why, based on a detailed cross-case analysis of six cases of modelling-supported strategic decision making. In several of these cases, effective strategic decision making was achieved despite unfavourable technical contingencies, such as a lack of quantitative data, or low tangibility of the issue at stake. This suggests that such technical conditions cannot be crucial for effective model-based support. However, no case was found where good overall results were achieved under adverse organizational conditions, such as low quality of communication between stakeholders during the modelling/decision-making process and low ownership with these stakeholders for the resulting model and its implications. This suggests that such organizational contingencies are indeed crucial for effective model-based support. The modelling method described achieved good communication and ownership by operating in a process-oriented consulting mode, where client participation in group model-building sessions played a central role.
U2 - 10.1108/01443579710176924
DO - 10.1108/01443579710176924
M3 - Article
SN - 0144-3577
VL - 17
SP - 953
EP - 966
JO - International Journal of Operations and Production Management
JF - International Journal of Operations and Production Management
IS - 10
ER -