Role Of Science In Management Research Articles

The Role of Management Science in Solving Some of the Problems of Industrial Establishments Specialized in the Furniture Industry in Damietta (A Case Study)

The Role of Management Science in Solving Some of the Problems of Industrial Establishments Specialized in the Furniture Industry in Damietta (A Case Study)

The Role of Management Science in Forming Next Era Semantics

AbstractThe author has previously in a social system theoretical perspective outlined a position for engaged scholarship in bridging the gulf between theorizing and practice. Partaking as “midwives” for shared semantics in a polycentric network was analyzed as one role for engaged scholars to assist. This paper, however, argues that for a shared semantic reservoir for “next era” leadership and management to form, one more layer of reflection is needed: how to manage “backwards” from the future. The paper also addresses geographic inclusion/exclusion, which seems to be reinforced as digitalization and abstract knowledge are gaining ground, even though bits and abstract knowledge should easily be detached from spatial limitations. Research programs targeting “grand challenges” and “grand solutions” is defined by megaprojects defined and financed by large foundations or other large-scale actors, and well-connected international research centers and research networks are needed to influence this agenda-setting. The paper argues that forming regional polycentric networks (including scientific research scholars) may to a greater extend bridge the global agendas with local and regional issues to not be excluded in a transition process.

Working constructively toward an improved North American approach to wildlife management.

Mawdsley et al. (2018) respond disapprovingly to our 2018 review of 667 wildlife management systems across Canada and the United States, which found that many of these systems lacked the scientific hallmarks of clear objectives, evidence, transparency, and independent review. Although we strongly agree with several of Mawdsley et al.'s points about the role of science in management, their response suggests confusion about three elements of our approach that we clarify herein: (i) the selection of hallmarks, (ii) the role of science in wildlife management, and (iii) our engagement with wildlife agencies. We contend that both critics and defenders of the current approach to wildlife management in Canada and the United States similarly desire rigorous management that achieves social and ecological benefits. Our original study-which used a clear approach to define hallmarks of science-based management, employed a reasonable set of indicator criteria to test for them, and was based on data available to the general public on whose behalf management is conducted-found evidence that the current approach falls short. However, it also provided a framework for addressing shortcomings moving forward. We suggest that advancing discussion on the operational role of science in management, including clarifying what "science-based management" actually means, could curtail practitioners and critics of the status quo talking over each other's heads and encourage all parties to work constructively to improve the governance of wildlife at a continental scale.

The Role of Science in The Management of Biodiversity: a Case of Stingrays (Dasyatidae) Research to Provide Basic Data for Aquatic Fauna Conservation in South Sumatra

The study of fish diversity had been reported accross the South Sumatran waters, but the study focus on stingrays (family Dasyatidae) were very limited. In general, many stingrays species face high level of direct exploitation. A recent study to provide valid checklist of stingrays in South Sumatran waters found 14 species: Brevitrygon heterura, Fluvitrygon kittipongi, Fluvitrygon oxyrhyncha, Fluvitrygon signifier, Fluvitrygon sp ‘musi’ 1, Fluvitrygon sp ‘musi’ 2, Himantura undulata, Himantura uarnak, Maculabatis gerrardi, Pateobatis fai, Pateobatis uarnacoides, Pastinachus ater, Telatrygon biasa and Urogymnus polylepis. Following IUCN (The International Union for Conservation of Nature) Red List status 2018, ten species of stingrays are threatened, with four species as Endangered, five species as Vulnerable and one species as Data Deficient. These findings suggest the South Sumatran waters are important habitat for stingrays in Indonesia, and immediate conservation actions plan is needed. In this paper, we demonstrate the role of science in biodiversity management with stingrays (Dasyatidae, an iconic group of rare and threatened fishes) as study case.1.

Is Management Science Applicable at the Top Level?

Abstract This article is a succinct note on the debatable issue of the applicability of management science (MS) at the top-level decision making. In a broader perspective, management science is conceptualized as science of management. It is emphasized that a scientific and systematic approach is invariably better, and science and art of management are complementary to each other. The concept has been developed from the overall structure of the human brain, which is prone to scientific thinking. Since the management at top level is a human endeavor, the role of management science cannot be ignored. The challenge of the development of MS techniques for the top level is highlighted, which is going to be a multidisciplinary exercise.

Viewpoint: the interface between scientific advice and fisheries managementa

Abstract Hoydal, K. 2007. Viewpoint: the interface between scientific advice and fisheries management. – ICES Journal of Marine Science, 64: 846–850. Basic elements in responsible, robust, and sustainable fishery management frameworks are well understood and easily listed. Common sense and international law underline the prominent role of science in management. Most managers request peer-reviewed advice based on an objective assessment of the impact of fisheries on marine ecosystems, to create a basis for sustainable and profitable fisheries. Management systems in the North Atlantic rely extensively on advice on total allowable catches (TACs) to control fishing mortality in stocks under regulation. This leads to an unhelpful focus on inherently uncertain catch forecasts. With the wisdom of hindsight, TACs have rarely led to the predicted reduction in fishing mortality. And because of the focus on TACs, other elements in the management framework, notably overcapacity and other economic and social constraints, do not receive the necessary attention. A comparison of the way fishing advice is acquired with the same process in the hydrocarbon extraction industry draws attention to the multi-user problem in marine fisheries management.

Protecting whales by distorting uncertainty: non-precautionary mismanagement?

Precautionary management is based on science, and is incompatible with large fluctuations in the management regime. Whaling is managed by the International Whaling Commission, and has seen large fluctuations. It is argued that both the period of intense Antarctic whaling and the current period of protectionism have been unduly prolonged by scientists expanding out of proportion the uncertainty surrounding management issues. In the 1950s, uncertainty concerning fin whale stock status and trend was consistently distorted from one quarter, and in the 1990s a minority in the Scientific Committee blocked consensus over the revised management procedure that had been successfully developed by the Committee. In both cases, the political consequence of expanded uncertainty in the science was lack of action resulting in a continuation of business as usual. Extending a period of heavy exploitation longer than the resource can sustain is mismanagement. Extending a period of extreme protectionism when the resource is known to scientists to sustain valuable exploitation is also mismanagement even from a conservationist point of view. This might, in fact, erode the role of science in management and thus prepare the ground for subsequent overexploitation. Distorting uncertainty by injecting controversy or otherwise expanding uncertainty has contributed to excessive fluctuations in management regimes and consequently in stock abundance. Detrimental fluctuations might continue, since science is side tracked and management now is based on sentiments that might fade.

Introduction to the Special Issue on Stochastic Models and Simulation

T number of publication outlets for research in stochastic models and simulation has grown substantially over the past 10 to 15 years. What, then, should be the role of Management Science in this field? How should aManagement Science paper on stochastic models and simulation differ from a paper in a more specialized journal? These are questions I have often asked myself as a member of the journal’s editorial board, most recently as a departmental editor. The answers should evolve along with the broader field of management science, but it does seem possible to identify some lasting principles. Articles published inManagement Science should address issues of interest to a broad audience----even readers who will not study a paper’s details should be able to appreciate its topic. Published articles should meet the journal’s high standard of rigor, but rigor will usually serve as a mode of communication, ensuring precision and veracity, rather than an end in itself. Perhaps most important is that an article in Management Science should excel on a less tangible dimension of relevance----relevance to problems in industry and to the research community served by the journal. Management Science can play an important role in featuring research on stochasticmodels and simulation that meets these principles; this department can enrich the journal with high quality research addressing interesting applications and broadening awareness of new methodologies. I am enthusiastic about the many new directions of theory and applications emerging in stochastic models and simulation, and I welcome this opportunity to showcase some current research. Each of the six articles collected here serves to introduce a promising direction for future work, to highlight a new area of application, or to illustrate the use of a developingmethodology. Application areas represented include finance, public health, and telecommunications. The tools used include optimal control, game theory, heavy-tailed distributions, quasi-Monte Carlo, lattice rules, diffusion processes, heavy-traffic approximations, and statistics. These papers reflect a diversity of interesting and relevant research directions in stochastic models and simulation. In ’’Path Generation for Quasi-Monte Carlo Simulation of Mortgage Backed Securities,’’ Fredrik 2 Akesson and John Lehoczky use a stochastic perspective to enhance the effectiveness of a deterministic method. Unlike ordinary Monte Carlo simulation, quasi-Monte Carlo does not attempt to mimic randomness; its analysis has traditionally relied on deterministic tools. This paper adds to a growing awareness that the use of quasi-Monte Carlo can be combined with stochastic ideas to achieve greater computational efficiency. The analysis in the paper is motivated by the computationally challenging problem of valuing mortgage-backed securities and the authors illustrate its application in this setting. Sid Browne examines portfolio optimization problems in ’’Risk Constrained Dynamic Active Portfolio Management.’’ In active portfolio management, the investor seeks to outperform a benchmark; this paper constrains the risks the investor may take in trying to achieve this objective. Browne formulates an optimal control problem and solves it to find the optimal investment strategy for several types of performance objectives and measures of risk. Rebecca D’Amato, Richard D’Aquila, and Lawrence Wein address an important public health problem in ’’Management of Antiretroviral Therapy for HIV Infection: Analyzing When to Change Therapy.’’ Current treatment of HIV-infected patients can involve a combination of antiretroviral drugs; the authors

The Role of Management Science in Policy Analysis

The Role of Management Science in Policy Analysis

The Role of Management Science in Office Automation

The fields of Management Science and office automation have a great deal in common: both attempt to make new business techniques and procedures useful to the business community; both find themselves delivering computer-based tools to professionals; both are altering the information handling capabilities of their user organizations; and both recognize large gaps between the potential of their technologies and the realities of their utilization. In fact, thoughtful office automation professionals include Management Science techniques among the tools they may implement in the service of user managers; i.e., they view Management Science as a “subset” of office automation. To the extent that office automation professionals structure previously unstructured information processes in the organization, their role appears very similar to common definitions of the function of Management Science. Coming from the office automation perspective, I would propose to the Management Science community that our roles do indeed overlap but are not competitive. On the contrary, very close collaboration is necessary for both communities to achieve their respective and related goals.

The role of management science.

Many of the arguments that are found in the literature on the theme "O.R./M.S. in crisis" stem not just from alternative definitions of O.R./M.S., but from differences in strongly held views about its scope and role in organisations, and these are then reflected in the vehemence with which certain definitions are defended or criticised. It is when the hopes and aspirations of O.R./M.S. are compared with what is being achieved in practice, that we realise the degree to which O.R./M.S. has failed to live up to its original promise. In most organisations, O.R. analysts are expected and are happy to act as technicians and not as advisers, so that technique orientation and concern with tactical problems are constantly reinforced. In addition, managers in various functions have become aware of the potential contribution of analytical modelling in their own spheres and have begun to recruit analysts direct, resulting in the possible fragmentation of O.R. and the loss of its unique identity. The responsibilities of O.R./M.S. obviously relate not only to its organisational status, but also to an examination of and an identification with organisational goals. Many O.R. analysts are plainly more comfortable when these goals are clearly defined for them, an attitude which people from other professions will readily endorse, but if O.R./M.S. has any aspirations to get involved in strategic problems, it will have to pose questions about the validity and appropriateness of organisational goals and try to influence the formulation of problems accordingly.

The Role of Management Science

The Role of Management Science

Information Systems in Management Science—The Role of Management Science

Mathematical optimization is a collection of techniques for finding the highest ground in a well-defined region. There are a number of good computer systems available for linear programming, as well as integer, mixed-integer, and nonlinear programming. Furthermore, there are simulation languages which allow the user to search a region for near-optimal solutions. Although these techniques are valuable, I feel that no matter how interesting they prove to be, they are less important than techniques for defining the regions of interest. By techniques of definition, I mean those techniques such as writing scenarios, “brain-storming,” or decision theory, which encourage the problem solver to provide the decision maker with alternative solutions rather than a simple optimal solution. Because of their importance to management, I feel that they deserve a great deal more attention than they have gotten.