Management Science Methodologies Research Articles

Learning management emphasizing desirable characteristics of students in Buddhist university

This paper aims to study the learning management emphasizing desirable characteristics (LMDC) of students in Buddhist university in Thailand based on documentary research methodology. The finding reveals that LMDC in Buddhist University is carried out according to the qualifications-framework including 1) ethical and moral development, 2) knowledge, 3) cognitive skills, 4) interpersonal skills and responsibility, 5) numerical analysis skills, communication and information technology skills, and 6) learning management science methodology (added in teaching profession curriculum) by integrating with digital competency and 9 characteristics.

Basic concepts and definitions of the PAS design and decision system

In this chapter, using basic concepts and definitions from management science, decision theory and design methodology, I shall outline the methodological aspects, characteristics and features of the Preference-based Accommodation Strategy (PAS) design and decision system, which I developed for the formation of a corporate accommodation strategy. This outline serves first and foremost as a simple way of representing and modeling the PAS design decision system. It also enables the methodological characteristics of PAS design and decision making to be set out in a way that allows analysis and evaluation of the suitability of the applications of this system in real life corporate accommodation strategy processes. Finally, it should be possible to incorporate past experience into the framework, and to generalize and summarize it in order to benefit the further development of the PAS design decision system. The PAS design decision system will be referred to as PAS. In chapter 2 the existing alignment models were assessed on eight different assessment criteria and it has become clear that decision making receives very little attention in the models. The two main problems were that (1) it remained unclear how alternative CRE strategies are made on portfolio and building level and (2) most problems occur when selecting an alternative; none of the models has an overall performance measure that incorporates both quantitative and qualitative criteria, and uses correct measurement. Although in paragraph 2.2 all assessment criteria have been introduced, some of the concepts will be explained in this chapter. In chapter 2.3 the models have been assessed on their use of correct measurement for instance. In paragraph 3.2 it will be explained what correct measurement is and why it is important. The chapter is structured as follows: –– Fifteen basic concepts underlying the PAS design system are explained in paragraph 3.1; –– Preference measurement as core concept is explained in more detail in paragraph 3.2; –– Preference-Based Design as other core concept is explained in more detail in paragraph 3.3; –– A comparison of the foundations in different scientific field in given in paragraph 3.4; –– The chapter ends with a conclusion and comparison in paragraph 3.5.

Aggregate production planning under uncertainty: a comprehensive literature survey and future research directions

This is the first literature survey of its kind on aggregate production planning (APP) under uncertainty. Different types of uncertainty, such as stochasticity, fuzziness and possibilistic forms, have been incorporated into many management science techniques to study APP decision problem under uncertainty. In current research, a wide range of the literature which employ management science methodologies to deal with APP in presence of uncertainty is surveyed by classifying them into five main categories: stochastic mathematical programming, fuzzy mathematical programming, simulation, metaheuristics and evidential reasoning. First, the preliminary analysis of the literature is presented by classifying the literature according to the abovementioned methodologies, discussing about advantages and disadvantages of these methodologies when applied to APP under uncertainty and concisely reviewing the more recent literature. Then, APP literature under uncertainty is analysed from management science and operations management perspectives. Possible future research paths are also discussed on the basis of identified research trends and research gaps.

Basic concepts and definitions of the PAS design and decision system

In this chapter, using basic concepts and definitions from management science, decision theory and design methodology, I shall outline the methodological aspects, characteristics and features of the Preference-based Accommodation Strategy (PAS) design and decision system, which I developed for the formation of a corporate accommodation strategy. This outline serves first and foremost as a simple way of representing and modeling the PAS design decision system. It also enables the methodological characteristics of PAS design and decision making to be set out in a way that allows analysis and evaluation of the suitability of the applications of this system in real life corporate accommodation strategy processes. Finally, it should be possible to incorporate past experience into the framework, and to generalize and summarize it in order to benefit the further development of the PAS design decision system. The PAS design decision system will be referred to as PAS. In chapter 2 the existing alignment models were assessed on eight different assessment criteria and it has become clear that decision making receives very little attention in the models. The two main problems were that (1) it remained unclear how alternative CRE strategies are made on portfolio and building level and (2) most problems occur when selecting an alternative; none of the models has an overall performance measure that incorporates both quantitative and qualitative criteria, and uses correct measurement. Although in paragraph 2.2 all assessment criteria have been introduced, some of the concepts will be explained in this chapter. In chapter 2.3 the models have been assessed on their use of correct measurement for instance. In paragraph 3.2 it will be explained what correct measurement is and why it is important. The chapter is structured as follows: –– Fifteen basic concepts underlying the PAS design system are explained in paragraph 3.1; –– Preference measurement as core concept is explained in more detail in paragraph 3.2; –– Preference-Based Design as other core concept is explained in more detail in paragraph 3.3; –– A comparison of the foundations in different scientific field in given in paragraph 3.4; –– The chapter ends with a conclusion and comparison in paragraph 3.5.

SCIENTIFIC RESEARCH METHODOLOGY IN MANAGEMENT SCIENCES

The author of the article attempted to analyse research methods which are to affect, in a professional and complex way, conducting of a correct and reliable research process, with consideration given to practical and theoretical aspects of management. The management science methodology along with the management methodology were discussed – from fundamentalism to pluralism. The development of scientific knowledge requires some discipline and professional science–related approach. That is why, in order to select a correct research methods for the sake of carried–out research, one is required to be familiar with differences between determined research methods or approaches in social science methodology. While determining the research problem it is difficult to select a single method allowing to fully diagnose the given problem. It is necessary to employ diverse research methods allowing to provide answers to the posed problem. Thus, it is a necessity to make use of numerous methods and research approaches. On the basis of theoretical achievements and the author’s own experience, he pondered on the original character of procedures as to research in the management sciences.

From the Hard Paradigms towards Multimethodology in Project Management

Traditional project management techniques rely on detailed models of a component of a project with the main object of providing tactical and operational advice. However, the interrelationships between the project's components are more complex than that suggested by traditional methods. Project management is now being applied to non-traditional areas where change may be common, only broad goals may be scheduled and defined, and the negotiation of these goals may be as important to success as efficiency of project delivery. In this context, a major role for new approaches is suggested, particularly at the front-end of projects, where project managers need to use softer tools within a ‘hard’ framework of decision point milestones. Multimethodology can be seen as a possible means to facilitate this rapid problem structuring. In this paper, different methodological paradigms are distinguished and utilized as a framework to map a number of management science methodologies. It is the aim of this paper to help project managers to take a systemic view of the project, identifying a suitable combination of methodologies that provides a means to manage the project successfully

STRUCTURAL ANALYSIS OF THE MANAGEMENT SCIENCE METHODOLOGY

The article presents a structure of management science methodology, reduced to determination and description of its basic components. It has been covered in three levels, differing in the degree of detail description of methods. These are accordingly: the 1st level, identified with philosophy of methodology, the 2nd level corresponding to a method as well as the 3rd level, the most detailed, convergent with a technique. A structural analysis was used for identification and providing characteristics of particular components of the management science methodology.

Management science methodologies in environmental management and sustainability: discourses and applications

This paper investigates and discusses the use of systemic methodologies (SMs) developed in management science/operational research (MS/OR), in particular, those SM that have been informing the complexity inherent in environmental management and sustainable (EM/S) practices. By surveying a sample of the top MS/OR and systems journals, we assess the extent to which systemic management science methodologies developed recently have been used in tackling EM/S problems. Titles and abstracts of EM/S applications published in MS/OR and systems journals between 1989 and 2009 were queried for the occurrence of typical keywords associated with a set of SMs (eg, complexity theory, systems dynamics, soft systems, critical systems, viable systems model). The survey identifies a set of articles representing the practice of either a particular methodology or of a mixture of various SMs in EM/S setting. By assembling and critically reviewing a sample of applications in EM/S the paper hopes to raise awareness among environmentalists, operational researchers and management scientists of the benefits of using systemic approaches developed in MS/OR and, in this way, to encourage further exchange and conversation between these fields of management.

Pragmatism and rationalism in the development of management science methodologies in the UK and France

AbstractThe development of a range of management science methodologies (MSMs) such as ‘soft’ operational research (OR) has been a feature of the UK OR practice over the last decades. This paper suggests that the increasing number of soft approaches developed in the UK is a direct consequence of the pragmatism in management education and management practice in Britain; and of the development of a robust British systems movement that has been engaged with the British OR community. Rationalism prevalent in French management education has kept OR/MS practice biased towards the hard end of MSM. We explore the usage of hard and soft methods and present results of a mailed survey administered to a small sample of British and French MBA graduates working in consultancy. Results reflect features of British and French business culture and management education; and indicate the different directions taken by the MS/OR movements in these two countries. Copyright © 2009 John Wiley & Sons, Ltd.

Consensus ranking – An ICT security awareness case study

There are many disciplines where the problem of consensus ranking plays a vital role. Decision-makers are frequently asked to express their preferences for a group of objects, e.g. new projects, new products, candidates in an election, etc. The basic problem then becomes one of combining the individual rankings into a group choice or consensus ranking. The objective of this paper is to report on the application of two management science methodologies to the problem of identifying the most important areas to be included in an Information Communications Technology (ICT) security awareness program. The first methodology is based on the concept of minimizing the distance (disagreement) between individual rankings, while the second one employs a heuristic approach. A real-world case study from the mining industry is presented to illustrate the methods.

275: Enhancing Clinical Quality and Patient Satisfaction: Integrating Quality Function Deployment and Other Management Science Methodologies Within Gynecologic Office Practice

275: Enhancing Clinical Quality and Patient Satisfaction: Integrating Quality Function Deployment and Other Management Science Methodologies Within Gynecologic Office Practice

The theory of constraints: a methodology apart?—a comparison with selected OR/MS methodologies

Mingers (J. Oper. Res. Soc. 54 (2003) 559; Int. Trans. Oper. Res. 7 (2000) 673; J. Mingers, A. Gill (Eds.), Multimethodology: Towards the Theory and Practice of Combining Management Science Methodologies, Wiley, Chichester, 1997), Mingers and Brocklesby (Omega—Int. J. Manage. Sci. 25(5) (1997) 489; Systemist 18(3) (1996) 101) and others have sought to develop classificatory frameworks that would be useful in understanding the nature and characteristics of Operational Research/Management Science (OR/MS) methodologies and the philosophical assumptions underpinning them. This paper extends their work to the domain of methods and methodologies known as the Theory of Constraints (TOC). In particular, the paper helps position TOC methods and tools in relation to traditional OR/MS methodologies, methods and tools, and provides a basis for continuing multi-methodological development across the two domains. The paper concludes that the tools, techniques and methods of TOC can be viewed as a methodological set of complementary hard and soft tools and methods that contribute to all phases of activity and across all three social, personal and material dimensions of the Mingers–Brocklesby framework, and share the ontological and epistemological characteristics and assumptions of extant OR/MS methodologies.

Measuring the effect of highly cited papers in OR/systems journals: a survey of articles citing the work of Checkland and Jackson

The UK OR/systems community has been actively promoting the development and the use of management science methodologies (MSM) over the last decades. A number of systems thinkers have been influential in promoting them. To understand this development, this paper proposes a general framework in which four paradigms/stages are identified. To assess the influence of individuals in this development a model that attempts to 'measure’ the effects of cited work is advanced. Using the ISI database citation index for the period 1981–2000 a survey on articles citing the work of two authors representative of two stages of MSM development is conducted. The paper reports on the number of articles citing Checkland’s and Jackson’s most cited papers. The journals surveyed were a sample of OR, systems and IT refereed journals. The results suggest that, judging from the number of citations to their work, the two mentioned authors have been influential at different points of the UK OR/systems movement.

Developing in‐company research: a French review of observation strategies

Looks at the changes in management science methodology brought about by other fields of knowledge and how this has influenced the views of researchers. Draws the main lessons to be learned from this and thus paves the way for direct observation. Develops a set of prerequisites for in‐company observation which are capable of providing valid insights for management sciences. Concludes that the advantage of such an approach is researchers receive a greater realism and depth to their study of organisational practices which in turn makes the resulting methodology more useable in practice.

Book Reviews

Beenhakker, Henri L. 1997, Risk Management in Project Finance and Implementation, Quorum Books, Westport, Connecticut, 274 pp., $69.50—reviewed by Antanas Zilinskas.Mingers, John and Gill, Anthony, eds. 1997, Multi Methodology: The Theory and Practice of Combining Management Science Methodologies, John Wiley and Sons, New York, 442 pp., $65.00—reviewed by Javier Faulin.Betz, Frederick 1998, Managing Technological Innovation, John Wiley and Sons, New York, 370 pp., $69.95—reviewed by Eric Scherer.

Let the jury decide: Assessing the cultural feasibility of total systems intervention

The tone of Haridimos Tsoukas' original assault on TSI seriously detracts from a case that still requires some answering. On the other hand, I do not believe that Jackson is being especially ambitious or arrogant about the claims which he argues set TSI apart from other management science methodologies. He is probably correct in his assertion that no other “version” of management science takes as broad a perspective or is as openly self-critical as is TSI. For these reasons alone, TSI deserves a fair crack of the whip. The broad thrust of argument developed here is that TSI is probably one of the most “systemically desirable” frameworks for systems research and intervention that has emerged in recent years. Despite this, for it to achieve its potential, it must find favor with those members of the systems community who are targeted as potential users. Unfortunately as members of entrenched subcultures, many of these individuals may find it difficult to put into practice all of what TSI entails. Jackson points out that TSI seeks to avoid the situation where purveyors and enthusiasts of particular methodologies approach organizational situations according to the metaphor embedded in their favored approach. I agree with the sentiment but fear he may have underestimated the resilience of the cultural obstacles that TSI, in the short term at least, will be hard pushed to overcome. In any event the jury will decide.

The Modernization of Merit Brass

The Merit Brass Company embarked on a modernization program at midyear 1990. Its goal was to improve customer service as economically as possible, since customer service is the most important variable in the industry. The company had outgrown its people-intensive systems and needed to implement management science methodologies to elevate it to the next level of performance. The new integrated management system relied on four major methodologies: statistical forecasting, cellular manufacturing, manufacturing (and purchasing) resource planning (MRP), and finished goods inventory management. At a modest cost and in record time, the company completed the implementation of all four components. The effects proved to be both synergistic and dramatic. The company has made major improvements in customer service while reducing costs.

Recent Developments in Critical Management Science

For much of its history management science had a quantitative and technical emphasis. More recently, there has been a move towards more subjective approaches such as ‘soft OR’ and ‘soft systems’. Currently, there is interest in ‘critical management science’ drawing on critical theory, particularly the work of Habermas. This paper reviews developments in critical management science, in particular critiques of traditional and ‘soft’ management science; Jackson and Keys' system of systems methodology; critical management science methodologies and the problem of power in bringing about change; and the postmodernist critique.

Recent Developments in Critical Management Science

For much of its history management science had a quantitative and technical emphasis. More recently, there has been a move towards more subjective approaches such as 'soft OR' and 'soft systems'. Currently, there is interest in 'critical management science' drawing on critical theory, particularly the work of Habermas. This paper reviews developments in critical management science, in particular critiques of traditional and 'soft' management science; Jackson and Keys' system of systems methodology; critical management science methodologies and the problem of power in bringing about change; and the postmodernist critique.

Corporate Management Science Activities: An Update

A survey identifies the extent of usage, areas of application, effectiveness ratings, implementation problems, and advantages of management science and operations research experienced by decision makers in large American-operated corporations. These results also are used to infer ways in which managers could utilize management science methodologies more effectively.