Behavioral Operational Research (eBook)

Theory, Methodology and Practice

Martin Kunc, Jonathan Malpass, Leroy White (Herausgeber)

eBook Download: PDF

2016
XXX, 395 Seiten
Palgrave Macmillan UK (Verlag)
978-1-137-53551-1 (ISBN)

Infos

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. 

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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 "e;state of the art"e; 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. 

Inhalt

Introduction to the Book 6
Preface 10
Acknowledgements 14
Contents 16
About the Editors 20
Notes on Contributors 22
List of Figures 26
List of Tables 30
Part I: Theory 32
1: Engaging with Behavioral Operational Research: On Methods, Actors and Praxis 33
1.1 Introduction 33
1.2 OR Methods, OR Actors, OR Praxis 36
1.3 An Integrative Framework to Study Behavior in OR 37
1.3.1 Focus on OR Methods 39
1.3.2 Focus on OR Actors 41
1.3.3 Focus on OR Praxis 42
1.4 Implications of a Behavioral Perspective for OR 44
1.4.1 Foregrounding OR Praxis in Academic Papers 44
1.4.2 Evaluating Impact of Diverse OR Actors 44
1.4.3 Developing Different Competences in OR 45
1.4.4 Grounding BOR Studies on Relevant Theories? 45
1.5 Conclusions 46
1 https://www.theorsociety.com/Pages/SpecialInterest/Behaviouralor.aspx. 34
References 47
2: Behavior with Models: The Role of Psychological Heuristics in Operational Research 56
2.1 Introduction 56
2.2 The Conceptual Foundation of Psychological Heuristics 58
2.3 Models of Psychological Heuristics 61
2.4 When to Use Psychological Heuristics and When Not To 65
2.5 Conclusions 69
References 70
3: Behavior in Models: A Framework for Representing Human Behavior 75
3.1 Introduction 75
3.2 A Framework for Modeling Human Behavior 77
3.2.1 Simplify (Eliminate Human Behavior by Simplification) 79
3.2.2 Externalize (Incorporate Human Behavior Outside of the Model) 79
3.2.3 Flow (Model Humans as Flows) 80
3.2.4 Entity (Model Human as a Machine or Material) 80
3.2.5 Task (Model Human Performance) 81
3.2.6 Individual (Model Human Behavior) 83
3.3 Evaluating the Framework 84
3.4 Conclusion 88
References 88
4: Behavior Beyond the Model 92
4.1 Introduction 92
4.2 A Philosophical and Theoretical Basis for Behavior in the Process of OR 93
4.2.1 Representing and Intervening 93
4.3 Behavior and OR Beyond the Model 95
4.3.1 Internalization and Externalization 96
4.3.2 The Individual or the Group: Procedural Rationality and Satisficing 97
4.4 Collective Behavior: Emergent Property for Behavior Beyond the Model 100
4.5 Further Understanding of the Map 102
4.5.1 Southeast Quadrant: Collective Efficacy 102
4.5.2 Northwest Quadrant: Shared Mental Models 103
4.5.3 Southwest Quadrant: Social Learning 104
4.6 Discussion and Conclusion 105
References 107
Part II: Methodology 112
5: Simulation and Laboratory Experiments: Exploring Self-Organizing Behavior in a Collective Choice Model 113
5.1 Introduction 113
5.2 Behavioral Models of Queues 115
5.3 An Agent-Based Approach 118
5.4 An Experimental Approach 122
5.5 Discussion and Conclusions 127
References 128
6: Misperception of Behavioral Operations and Bodies of Knowledge 131
6.1 Introduction 131
6.2 Misperceptions of Feedback Structure 135
6.2.1 Heuristics 136
6.2.2 Cognitive Biases 137
6.2.3 Motivation 138
6.2.4 Fundamental Attribution Error 138
6.3 Misperception of Feedback Dynamics 140
6.3.1 Study Context 140
6.3.2 Model Description 141
6.3.3 Experimental Protocol 143
6.3.4 Retailers’ Orders Experiment 144
6.3.5 Suppliers’ Capacity Experiment 145
6.3.6 Results 146
6.3.6.1 Heuristics 151
6.3.6.2 Heuristic Estimations 151
6.4 Behavioral Implications 156
6.5 Conclusions 157
References 158
7: Agent-Based Models and Behavioral Operational Research 162
7.1 Introduction 162
7.2 Complex Systems of Interacting Individuals 164
7.2.1 Complex Systems 164
7.2.2 Agent-Based Modeling 165
7.3 Introducing Behavior to Existing Modeling Techniques 168
7.3.1 Tipping Points from Individual Behavior: Segregation Models 169
7.3.2 Individualizing Systems Models: Predator–Prey Models 171
7.3.3 Power Laws: Forest Fire Models 174
7.4 A Research Agenda for Agent-Based Behavioral Operational Research 178
7.4.1 Which Behavioral Characteristics Matter? 179
7.4.2 Defining Order Parameters for Systems Where Intra-Model Behavior is Important 179
7.4.3 Quantized/Individual Behavior Is Important: “Agentization” of Models 179
7.4.4 Toy Models for Behavioral Operational Research: Agent-Based Facilitation 180
References 181
8: Modeling Behavioral Decision Making: Creation and Representation of Judgment 185
8.1 Introduction 185
8.2 Research on Judgment: Brunswikian Principles 186
8.2.1 Considerations on Behavioral Experiments from a Brunswikian Perspective 187
8.3 Modeling Behavioral Decision Making 188
8.3.1 Basic Process of Knowledge Creation 189
8.3.2 Information Selection and Its Influence on Decision Making 191
8.3.3 Environmental Influence on the Process of Information Selection and Its Consequence on Decision Making 196
8.4 Final Considerations 197
References 198
9: Big Data and Behavior in Operational Research: Towards a “Smart OR” 200
9.1 Introduction 200
9.2 Big Data and Decision Analysis 202
9.3 Big Data Analytics 205
9.4 Big Data and Behavior 206
9.5 Behavior and Decision-Making with Large Amounts of Data 207
9.6 Influencing Collective Behavior 211
9.7 Conclusion 213
References 214
10: Behavioral Issues in the Practical Application of Scenario Thinking: Cognitive Biases, Effective Group Facilitation and Overcoming Business-as-­Usual Thinking 217
10.1 Introduction 217
10.2 The Prevalence of Business-as-Usual Thinking in Organizations 218
10.2.1 Scenarios as an Antidote 221
10.3 The Prevalence of Heuristics and Potential Biases within Scenario Thinking 222
10.4 Facilitating Scenario Interventions within Organizations 226
10.5 Conclusions 230
References 231
11: The Impact of Group Model Building on Behavior 235
11.1 Introduction 235
11.2 Group Model Building in Practice 236
11.3 First Wave: Reviews of Assessment Studies 241
11.4 Second Wave: Participants as Recipients of Information 244
11.5 Third Wave: Participants as Sources of Information 250
11.6 Fourth Wave: Interaction Between Contributing and Receiving of Information 253
11.7 Conclusion 256
References 260
Part III: Practice 264
12: Overview: Behavioral Operational Research in Practice 265
12.1 Introduction 265
12.2 History and Developments 266
12.2.1 Making the Case for BOR 268
12.2.2 Education for BOR 268
12.2.3 BOR and Strategy Support 268
12.3 BOR in Practice 269
12.3.1 The Incorporation of Behavioral Factors in Models 269
12.3.2 Modeling of Behavior 271
12.3.3 Behavior Influenced by Models 272
12.3.4 An Outlook 275
12.4 Conclusion 275
12.4.1 Notes 277
References 279
13: Healthcare: Human Behavior in Simulation Models 282
13.1 Introduction 282
13.1.1 Context 282
13.1.2 Personal Perspective 283
13.1.3 The Need to Model Human Behavior 284
13.1.4 Focus of This Chapter 285
13.2 Simulation in Health 286
13.2.1 Discrete-Event Simulation 286
13.2.2 System Dynamics 287
13.2.3 Agent-Based Modeling 287
13.2.4 Microsimulation 288
13.3 Models from Health Psychology 288
13.3.1 The Health Belief Model 288
13.3.2 The Theory of Planned Behavior 289
13.4 Case Study 1: Screening for Diabetic Retinopathy 290
13.4.1 The HBM-PECS Model 291
13.4.2 Calculating the Probability of Attendance 292
13.4.3 Reflections 293
13.5 Case Study 2: Screening for Breast Cancer 293
13.5.1 The Mammography Model 293
13.5.2 The TPB Model 294
13.5.3 Baker and Atherill’s Method 295
13.5.4 Results 295
13.5.5 Sensitivity Analysis of the TPB Variables 295
13.5.6 Reflections 296
13.6 Conclusion 296
References 297
14: Service Operations: Behavioral Operational Research in British Telecommunications 300
14.1 Introduction 300
14.1.1 OR in the Telecoms Industry 301
14.1.2 A Brief History of BT 302
14.1.3 Behavioral OR in BT 303
14.2 Methodology for Behavioral Studies 303
14.3 Behavioral OR in BT 307
14.3.1 Managing the Workforce 307
14.3.2 Workforce Optimization 309
14.3.3 Issues in Forecasting 310
14.3.4 Issues in Planning 311
14.3.5 Issues in Scheduling 313
14.3.6 Issues in Rostering 314
14.3.7 Understanding Customer Behavior 315
14.4 Conclusions 316
References 317
15: Smart Cities: Big Data and Behavioral Operational Research 322
15.1 Introduction 322
15.2 Context for SMART OR 323
15.2.1 CASE 1: The STEEP Project 323
15.2.2 CASE 2: The Future City Demonstrator: Big Open Data in the SMART City Ecosystem 327
15.2.3 CASE 3: The City Dashboard: Co-creating Visual Interfaces 329
15.3 Discussion and Conclusion 331
References 334
16: Mergers and Acquisitions: Modeling Decision Making in Integration Projects 338
16.1 Introduction 338
16.2 How to Model Behavior: Illustrative Model of an M& A Integration Project
16.2.1 Typical Patterns of Behavior 340
16.2.2 Feedback Structure 343
16.3 How Models Behave: Simulation Experiments 350
16.4 Discussion 353
References 354
17: Supporting Strategy: Behavioral Influences on Resource Conceptualization Processes 356
17.1 Introduction 356
17.2 The Role of Group Decision Making Processes During the Development of Strategies Using Strategic Resources 357
17.3 Observational Study 359
17.3.1 Operationalization of the Group Behavioral Dynamic Process 360
17.4 Results 361
17.4.1 Quantitative Analysis of the Group Behavioral Dynamic Process 361
17.4.2 Qualitative Analysis of the Group Behavioral Dynamic Process 362
17.4.2.1 Group A: Incremental and Causal Linkage-Oriented Resource Conceptualization Process 362
17.4.2.2 Group B: Divergent and Individual Resources-­Oriented Process 364
17.5 Discussion 367
17.5.1 Level of Deliberateness 368
17.5.2 Information Overload Experienced in Group Behavior 369
17.5.3 Intra-Group Conflicts 369
17.6 Conclusion 370
References 372
Part IV: Future Directions 376
18: The Past, Present and Futures of Behavioral Operational Research 377
18.1 Introduction 377
18.1.1 An Alarming Tale 378
18.2 Behavioral OR in the Past 381
18.2.1 The Early Years 381
18.2.2 The Post-war Period 382
18.2.3 Heading for the Turn of the Century 383
18.2.4 Two Areas of Behavioral Strength: Decision Analysis and System Dynamics 385
18.3 Behavioral OR Today 387
18.3.1 Developments in “Real World” Economics and Psychology 388
18.3.2 Emerging Insights about Complexity and Increasing Ability to Model It 390
18.3.3 Developments in Communicating with Clients 391
18.4 Possible Futures for Behavioral OR 391
18.4.1 Where Now for Behavioral OR? 391
18.4.2 The Johari Window of OR 393
18.4.3 A Few Last Words 395
References 396
Index 400

Produkt-Details

• Erscheint lt. Verlag: 29.6.2016
• Zusatzinfo: XXX, 395 p.
• Verlagsort: London
• Sprache: englisch
• Themenwelt: Wirtschaft ► Allgemeines / Lexika
• Themenwelt: Wirtschaft ► Betriebswirtschaft / Management ► Logistik / Produktion
• Themenwelt: Wirtschaft ► Betriebswirtschaft / Management ► Unternehmensführung / Management
• Schlagworte: agent-based simulation • Analytics • Behavior • behavioral • Behavioral Strategy • behavioral supply chain • behavioural • business • Decision Analysis • Decision Making • Decision Theory • Discrete Event Simulation • group model building • Healthcare • Heuristics • Management • Operational Research • Operation Research • Operations Research • OR • Simulation • Strategic Management • System Dynamics
• ISBN-10: 1-137-53551-2 / 1137535512
• ISBN-13: 978-1-137-53551-1 / 9781137535511