JONES, Graham C. (1993). A critique of the practice and methodology of operational research. Doctoral, Sheffield Hallam University. [Thesis]
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10697190_GrahamcJones.pdf - Accepted Version
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10697190_GrahamcJones.pdf - Accepted Version
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Abstract
The findings of a research project, conducted at Sheffield
City Polytechnic between 1987 and 1992, are presented. The
research was aimed at describing the work and methodology of
operational research practitioners in the UK, and at promoting
effectiveness in OR practice.
In-depth interviews were conducted with a small sample of OR
practitioners, most of whom are employed as internal
consultants. Interview findings were juxtaposed with the
results of extensive literature study. Comparisons are made
between contemporary OR practice and portrayals of OR in
literature, and also with other types of consultancy within
the management sciences. The development of a simple but
powerful framework, for underpinning description of OR
practice, is described.
In this thesis, operational research is portrayed as grounded
in relationships with clients who are continually engaging in
executive decision making. Problems are experienced as
clients attempt to formulate theories about their environment,
and proposals for action. OR practitioners aim to contribute
insight to problem-handling processes. This is done
principally by the provision of information, plus implications
for action. OR practitoners also contribute information
technology, and aim to enhance clients' intellectual processes
by passing on problem-handling skills. Various types of
technology are used as instruments in this process. OR
practitioners utilise a 'structured approach' to situations.
Extensive use is made of descriptive models; technology is
also used for computation and to aid communication with
clients. In the long term, OR work involves analysis of
clients' problems, data management, development and
maintenance of appropriate technology, and promotion of
continuing consulting relationships.
The development of professional effectiveness in operational
research is considered. A module within a postgraduate OR
course was developed in order to engage OR consultants and
students in critical reflection upon their practice and
methodology.
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