Kunc / Malpass / White Behavioral Operational Research

Theory, Methodology and Practice
1. Auflage 2016
ISBN: 978-1-137-53551-1
Verlag: Palgrave Macmillan UK
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 412 Seiten

Reihe: Business and Management (R0)

Behavioral research is making a significant impact on many academic disciplines. Its status as the source of some of the most profound research in the social sciences is unparalleled. Therefore, it is not surprising that interest in Behavior and Operational Research (OR) is burgeoning, even though understanding the relationship between knowledge, behavior and action has been an academic preoccupation in OR since the beginning of the discipline. This book introduces the idea of Behavioral OR, where the theoretical and empirical developments in the behavioral field are making an impression on OR academics and practitioners alike. The book provides a much needed overview that connects together theory, methodology and practice and offers the 'state of the art' on Behavioral Operational Research theory and practice. The book not only includes chapters by leading academics, but also includes rich and insightful real-life case studies by practitioners. 

Dr Martin Kunc is Associate Professor in Management Science at Warwick Business School and has a PhD in Decision Science from London Business School. His research interests are in the area of strategic planning, systems modeling and managerial decision making. He has published more than 25 articles in diverse journals such as Strategic Management Journal and Management Decision. Dr Jonathan Malpass is a Principal Researcher at British Telecommunications. He has a PhD in Multivariate Statistics and his primary research area is Business Transformation. He has extensive experience of conducting research in understanding employee behavior, how employees interact with systems and employee engagement and morale. Professor Leroy White is Professor in Management Science at Warwick Business School. His research interests are in problem structuring methods, social network analysis and large group decision-making. He has worked with a range of private, public and voluntary sectors organizations in both the UK and abroad. He has published over a hundred research articles. 

Autoren/Hrsg.

Kunc, Martin

Malpass, Jonathan

White, Leroy

Inhaltsverzeichnis

1;Introduction to the Book;6
2;Preface;10
3;Acknowledgements;14
4;Contents;16
5;About the Editors;20
6;Notes on Contributors;22
7;List of Figures;26
8;List of Tables;30
9;Part I: Theory;32
9.1;1: Engaging with Behavioral Operational Research: On Methods, Actors and Praxis;33
9.1.1;1.1 Introduction;33
9.1.2;1.2 OR Methods, OR Actors, OR Praxis;36
9.1.3;1.3 An Integrative Framework to Study Behavior in OR;37
9.1.3.1;1.3.1 Focus on OR Methods;39
9.1.3.2;1.3.2 Focus on OR Actors;41
9.1.3.3;1.3.3 Focus on OR Praxis;42
9.1.4;1.4 Implications of a Behavioral Perspective for OR;44
9.1.4.1;1.4.1 Foregrounding OR Praxis in Academic Papers;44
9.1.4.2;1.4.2 Evaluating Impact of Diverse OR Actors;44
9.1.4.3;1.4.3 Developing Different Competences in OR;45
9.1.4.4;1.4.4 Grounding BOR Studies on Relevant Theories?;45
9.1.5;1.5 Conclusions;46
9.1.6;1 https://www.theorsociety.com/Pages/SpecialInterest/Behaviouralor.aspx.;34
9.1.7;References;47
9.2;2: Behavior with Models: The Role of Psychological Heuristics in Operational Research;56
9.2.1;2.1 Introduction;56
9.2.2;2.2 The Conceptual Foundation of Psychological Heuristics;58
9.2.3;2.3 Models of Psychological Heuristics;61
9.2.4;2.4 When to Use Psychological Heuristics and When Not To;65
9.2.5;2.5 Conclusions;69
9.2.6;References;70
9.3;3: Behavior in Models: A Framework for Representing Human Behavior;75
9.3.1;3.1 Introduction;75
9.3.2;3.2 A Framework for Modeling Human Behavior;77
9.3.2.1;3.2.1 Simplify (Eliminate Human Behavior by Simplification);79
9.3.2.2;3.2.2 Externalize (Incorporate Human Behavior Outside of the Model);79
9.3.2.3;3.2.3 Flow (Model Humans as Flows);80
9.3.2.4;3.2.4 Entity (Model Human as a Machine or Material);80
9.3.2.5;3.2.5 Task (Model Human Performance);81
9.3.2.6;3.2.6 Individual (Model Human Behavior);83
9.3.3;3.3 Evaluating the Framework;84
9.3.4;3.4 Conclusion;88
9.3.5;References;88
9.4;4: Behavior Beyond the Model;92
9.4.1;4.1 Introduction;92
9.4.2;4.2 A Philosophical and Theoretical Basis for Behavior in the Process of OR;93
9.4.2.1;4.2.1 Representing and Intervening;93
9.4.3;4.3 Behavior and OR Beyond the Model;95
9.4.3.1;4.3.1 Internalization and Externalization;96
9.4.3.2;4.3.2 The Individual or the Group: Procedural Rationality and Satisficing;97
9.4.4;4.4 Collective Behavior: Emergent Property for Behavior Beyond the Model;100
9.4.5;4.5 Further Understanding of the Map;102
9.4.5.1;4.5.1 Southeast Quadrant: Collective Efficacy;102
9.4.5.2;4.5.2 Northwest Quadrant: Shared Mental Models;103
9.4.5.3;4.5.3 Southwest Quadrant: Social Learning;104
9.4.6;4.6 Discussion and Conclusion;105
9.4.7;References;107
10;Part II: Methodology;112
10.1;5: Simulation and Laboratory Experiments: Exploring Self-Organizing Behavior in a Collective Choice Model;113
10.1.1;5.1 Introduction;113
10.1.2;5.2 Behavioral Models of Queues;115
10.1.3;5.3 An Agent-Based Approach;118
10.1.4;5.4 An Experimental Approach;122
10.1.5;5.5 Discussion and Conclusions;127
10.1.6;References;128
10.2;6: Misperception of Behavioral Operations and Bodies of Knowledge;131
10.2.1;6.1 Introduction;131
10.2.2;6.2 Misperceptions of Feedback Structure;135
10.2.2.1;6.2.1 Heuristics;136
10.2.2.2;6.2.2 Cognitive Biases;137
10.2.2.3;6.2.3 Motivation;138
10.2.2.4;6.2.4 Fundamental Attribution Error;138
10.2.3;6.3 Misperception of Feedback Dynamics;140
10.2.3.1;6.3.1 Study Context;140
10.2.3.2;6.3.2 Model Description;141
10.2.3.3;6.3.3 Experimental Protocol;143
10.2.3.4;6.3.4 Retailers’ Orders Experiment;144
10.2.3.5;6.3.5 Suppliers’ Capacity Experiment;145
10.2.3.6;6.3.6 Results;146
10.2.3.6.1;6.3.6.1 Heuristics;151
10.2.3.6.2;6.3.6.2 Heuristic Estimations;151
10.2.4;6.4 Behavioral Implications;156
10.2.5;6.5 Conclusions;157
10.2.6;References;158
10.3;7: Agent-Based Models and Behavioral Operational Research;162
10.3.1;7.1 Introduction;162
10.3.2;7.2 Complex Systems of Interacting Individuals;164
10.3.2.1;7.2.1 Complex Systems;164
10.3.2.2;7.2.2 Agent-Based Modeling;165
10.3.3;7.3 Introducing Behavior to Existing Modeling Techniques;168
10.3.3.1;7.3.1 Tipping Points from Individual Behavior: Segregation Models;169
10.3.3.2;7.3.2 Individualizing Systems Models: Predator–Prey Models;171
10.3.3.3;7.3.3 Power Laws: Forest Fire Models;174
10.3.4;7.4 A Research Agenda for Agent-Based Behavioral Operational Research;178
10.3.4.1;7.4.1 Which Behavioral Characteristics Matter?;179
10.3.4.2;7.4.2 Defining Order Parameters for Systems Where Intra-Model Behavior is Important;179
10.3.4.3;7.4.3 Quantized/Individual Behavior Is Important: “Agentization” of Models;179
10.3.4.4;7.4.4 Toy Models for Behavioral Operational Research: Agent-Based Facilitation;180
10.3.5;References;181
10.4;8: Modeling Behavioral Decision Making: Creation and Representation of Judgment;185
10.4.1;8.1 Introduction;185
10.4.2;8.2 Research on Judgment: Brunswikian Principles;186
10.4.2.1;8.2.1 Considerations on Behavioral Experiments from a Brunswikian Perspective;187
10.4.3;8.3 Modeling Behavioral Decision Making;188
10.4.3.1;8.3.1 Basic Process of Knowledge Creation;189
10.4.3.2;8.3.2 Information Selection and Its Influence on Decision Making;191
10.4.3.3;8.3.3 Environmental Influence on the Process of Information Selection and Its Consequence on Decision Making;196
10.4.4;8.4 Final Considerations;197
10.4.5;References;198
10.5;9: Big Data and Behavior in Operational Research: Towards a “Smart OR”;200
10.5.1;9.1 Introduction;200
10.5.2;9.2 Big Data and Decision Analysis;202
10.5.3;9.3 Big Data Analytics;205
10.5.4;9.4 Big Data and Behavior;206
10.5.5;9.5 Behavior and Decision-Making with Large Amounts of Data;207
10.5.6;9.6 Influencing Collective Behavior;211
10.5.7;9.7 Conclusion;213
10.5.8;References;214
10.6;10: Behavioral Issues in the Practical Application of Scenario Thinking: Cognitive Biases, Effective Group Facilitation and Overcoming Business-as-­Usual Thinking;217
10.6.1;10.1 Introduction;217
10.6.2;10.2 The Prevalence of Business-as-Usual Thinking in Organizations;218
10.6.2.1;10.2.1 Scenarios as an Antidote;221
10.6.3;10.3 The Prevalence of Heuristics and Potential Biases within Scenario Thinking;222
10.6.4;10.4 Facilitating Scenario Interventions within Organizations;226
10.6.5;10.5 Conclusions;230
10.6.6;References;231
10.7;11: The Impact of Group Model Building on Behavior;235
10.7.1;11.1 Introduction;235
10.7.2;11.2 Group Model Building in Practice;236
10.7.3;11.3 First Wave: Reviews of Assessment Studies;241
10.7.4;11.4 Second Wave: Participants as Recipients of Information;244
10.7.5;11.5 Third Wave: Participants as Sources of Information;250
10.7.6;11.6 Fourth Wave: Interaction Between Contributing and Receiving of Information;253
10.7.7;11.7 Conclusion;256
10.7.8;References;260
11;Part III: Practice;264
11.1;12: Overview: Behavioral Operational Research in Practice;265
11.1.1;12.1 Introduction;265
11.1.2;12.2 History and Developments;266
11.1.2.1;12.2.1 Making the Case for BOR;268
11.1.2.2;12.2.2 Education for BOR;268
11.1.2.3;12.2.3 BOR and Strategy Support;268
11.1.3;12.3 BOR in Practice;269
11.1.3.1;12.3.1 The Incorporation of Behavioral Factors in Models;269
11.1.3.2;12.3.2 Modeling of Behavior;271
11.1.3.3;12.3.3 Behavior Influenced by Models;272
11.1.3.4;12.3.4 An Outlook;275
11.1.4;12.4 Conclusion;275
11.1.4.1;12.4.1 Notes;277
11.1.5;References;279
11.2;13: Healthcare: Human Behavior in Simulation Models;282
11.2.1;13.1 Introduction;282
11.2.1.1;13.1.1 Context;282
11.2.1.2;13.1.2 Personal Perspective;283
11.2.1.3;13.1.3 The Need to Model Human Behavior;284
11.2.1.4;13.1.4 Focus of This Chapter;285
11.2.2;13.2 Simulation in Health;286
11.2.2.1;13.2.1 Discrete-Event Simulation;286
11.2.2.2;13.2.2 System Dynamics;287
11.2.2.3;13.2.3 Agent-Based Modeling;287
11.2.2.4;13.2.4 Microsimulation;288
11.2.3;13.3 Models from Health Psychology;288
11.2.3.1;13.3.1 The Health Belief Model;288
11.2.3.2;13.3.2 The Theory of Planned Behavior;289
11.2.4;13.4 Case Study 1: Screening for Diabetic Retinopathy;290
11.2.4.1;13.4.1 The HBM-PECS Model;291
11.2.4.2;13.4.2 Calculating the Probability of Attendance;292
11.2.4.3;13.4.3 Reflections;293
11.2.5;13.5 Case Study 2: Screening for Breast Cancer;293
11.2.5.1;13.5.1 The Mammography Model;293
11.2.5.2;13.5.2 The TPB Model;294
11.2.5.3;13.5.3 Baker and Atherill’s Method;295
11.2.5.4;13.5.4 Results;295
11.2.5.5;13.5.5 Sensitivity Analysis of the TPB Variables;295
11.2.5.6;13.5.6 Reflections;296
11.2.6;13.6 Conclusion;296
11.2.7;References;297
11.3;14: Service Operations: Behavioral Operational Research in British Telecommunications;300
11.3.1;14.1 Introduction;300
11.3.1.1;14.1.1 OR in the Telecoms Industry;301
11.3.1.2;14.1.2 A Brief History of BT;302
11.3.1.3;14.1.3 Behavioral OR in BT;303
11.3.2;14.2 Methodology for Behavioral Studies;303
11.3.3;14.3 Behavioral OR in BT;307
11.3.3.1;14.3.1 Managing the Workforce;307
11.3.3.2;14.3.2 Workforce Optimization;309
11.3.3.3;14.3.3 Issues in Forecasting;310
11.3.3.4;14.3.4 Issues in Planning;311
11.3.3.5;14.3.5 Issues in Scheduling;313
11.3.3.6;14.3.6 Issues in Rostering;314
11.3.3.7;14.3.7 Understanding Customer Behavior;315
11.3.4;14.4 Conclusions;316
11.3.5;References;317
11.4;15: Smart Cities: Big Data and Behavioral Operational Research;322
11.4.1;15.1 Introduction;322
11.4.2;15.2 Context for SMART OR;323
11.4.2.1;15.2.1 CASE 1: The STEEP Project;323
11.4.2.2;15.2.2 CASE 2: The Future City Demonstrator: Big Open Data in the SMART City Ecosystem;327
11.4.2.3;15.2.3 CASE 3: The City Dashboard: Co-creating Visual Interfaces;329
11.4.3;15.3 Discussion and Conclusion;331
11.4.4;References;334
11.5;16: Mergers and Acquisitions: Modeling Decision Making in Integration Projects;338
11.5.1;16.1 Introduction;338
11.5.2;16.2 How to Model Behavior: Illustrative Model of an M&A Integration Project;340
11.5.2.1;16.2.1 Typical Patterns of Behavior;340
11.5.2.2;16.2.2 Feedback Structure;343
11.5.3;16.3 How Models Behave: Simulation Experiments;350
11.5.4;16.4 Discussion;353
11.5.5;References;354
11.6;17: Supporting Strategy: Behavioral Influences on Resource Conceptualization Processes;356
11.6.1;17.1 Introduction;356
11.6.2;17.2 The Role of Group Decision Making Processes During the Development of Strategies Using Strategic Resources;357
11.6.3;17.3 Observational Study;359
11.6.3.1;17.3.1 Operationalization of the Group Behavioral Dynamic Process;360
11.6.4;17.4 Results;361
11.6.4.1;17.4.1 Quantitative Analysis of the Group Behavioral Dynamic Process;361
11.6.4.2;17.4.2 Qualitative Analysis of the Group Behavioral Dynamic Process;362
11.6.4.2.1;17.4.2.1 Group A: Incremental and Causal Linkage-Oriented Resource Conceptualization Process;362
11.6.4.2.2;17.4.2.2 Group B: Divergent and Individual Resources-­Oriented Process;364
11.6.5;17.5 Discussion;367
11.6.5.1;17.5.1 Level of Deliberateness;368
11.6.5.2;17.5.2 Information Overload Experienced in Group Behavior;369
11.6.5.3;17.5.3 Intra-Group Conflicts;369
11.6.6;17.6 Conclusion;370
11.6.7;References;372
12;Part IV: Future Directions;376
12.1;18: The Past, Present and Futures of Behavioral Operational Research;377
12.1.1;18.1 Introduction;377
12.1.1.1;18.1.1 An Alarming Tale;378
12.1.2;18.2 Behavioral OR in the Past;381
12.1.2.1;18.2.1 The Early Years;381
12.1.2.2;18.2.2 The Post-war Period;382
12.1.2.3;18.2.3 Heading for the Turn of the Century;383
12.1.2.4;18.2.4 Two Areas of Behavioral Strength: Decision Analysis and System Dynamics;385
12.1.3;18.3 Behavioral OR Today;387
12.1.3.1;18.3.1 Developments in “Real World” Economics and Psychology;388
12.1.3.2;18.3.2 Emerging Insights about Complexity and Increasing Ability to Model It;390
12.1.3.3;18.3.3 Developments in Communicating with Clients;391
12.1.4;18.4 Possible Futures for Behavioral OR;391
12.1.4.1;18.4.1 Where Now for Behavioral OR?;391
12.1.4.2;18.4.2 The Johari Window of OR;393
12.1.4.3;18.4.3 A Few Last Words;395
12.1.5;References;396
13;Index;400