TY - UNPB

T1 - Contemporary OR/MS in strategy development and policy making: some reflections

AU - Pidd, M

PY - 2003

Y1 - 2003

N2 - It is now widely accepted that strategy making and policy development require both rational analysis and an ability to work with insights that are sometime hard to pin down. Operational research has made major contributions to strategy development, though there has been a tendency to argue that greater use of substantive rationality is needed. By contrast, alterative rationalities such as the procedural rationality suggested by Simon, provides a clear rationale for the demonstrable success of some soft OR methods in strategy development. In addition, the suggestion of Sagasti that metaphor and language are powerful tools in strategising also needs to be taken seriously

AB - It is now widely accepted that strategy making and policy development require both rational analysis and an ability to work with insights that are sometime hard to pin down. Operational research has made major contributions to strategy development, though there has been a tendency to argue that greater use of substantive rationality is needed. By contrast, alterative rationalities such as the procedural rationality suggested by Simon, provides a clear rationale for the demonstrable success of some soft OR methods in strategy development. In addition, the suggestion of Sagasti that metaphor and language are powerful tools in strategising also needs to be taken seriously

KW - strategic planning

KW - soft OR

KW - methodology

M3 - Working paper

T3 - Management Science Working Paper Series

BT - Contemporary OR/MS in strategy development and policy making: some reflections

PB - The Department of Management Science

CY - Lancaster University

ER -