On the roles of OR/MS practitioners in supporting strategy
This paper presents an exploratory account of how Operational Research/Management Science (OR/MS) practitioners understand their role in supporting an organisational strategy process. The role of strategy support is characterised by five dimensions: the activities supported within the strategy process; the nature of support provided; the orientation of the support provided; the tools used in providing support; and the nature of the relationship between consultant and client. The research draws on case studies of four OR/MS practitioners working as internal and as external consultants. The work of the practitioners is mapped onto the framework and gaps are identified. The research proposes a further dimension, namely, ‘the purpose of the support provided’, and suggests four purposeful support roles adopted by practitioners in supporting strategy within organisations: sensemaking/sensegiving; decision support tool development; problem solving/solution exploration; and process facilitation. The paper concludes with suggestions for further research.
Year of publication: |
2015
|
---|---|
Authors: | O'Brien, Frances A |
Published in: |
Journal of the Operational Research Society. - Palgrave Macmillan, ISSN 0160-5682. - Vol. 66.2015, 2, p. 202-218
|
Publisher: |
Palgrave Macmillan |
Saved in:
Online Resource
Saved in favorites
Similar items by subject
-
Find similar items by using search terms and synonyms from our Thesaurus for Economics (STW).