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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 “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.
This edited collection addresses the question of which capabilities and competencies enable Behavioral Operational Research to provide sustained improvement to decision processes. The aim is to show how a focus on capability and competency will not only meet short-term requirements for problem solving and decision support, but also build a solid foundation for the future. The contributors present recent advances in Behavioral OR, with a focus on the ways in which users of models deal with incomplete and imprecise information, subjective boundaries and uncertainty. These chapters are structured around three key dimensions of BOR: capabilities, cognition and aspects of practice.
The drive to realise operational efficiencies, improve customer service, develop new markets and accelerate the introduction of new products has substantially increased the complexity of field service operations. To maximise the efficiency and effectiveness of these operations, organisations have embarked on a wide range of transformation programmes that have sought to introduce automation through the use of workforce management technologies. Despite the potential business value that can be provided by such transformation programmes, too often, the automation technologies have not been fully utilised and their expected benefits have as such not been realised. Scholars of organisation change ...
This book examines how people make decisions under risk and uncertainty in operational settings and opens the black box by specifying the cognitive processes that lead to human behavior. Drawing on economics, psychology and artificial intelligence, the book provides an innovative perspective on behavioral operations. It shows how to build optimization as well as heuristic models for describing human behavior and how to compare such models on various dimensions such as predictive power and transparency, as well as discussing interventions for improving human behavior. This book will be particularly valuable to academics and practitioners who seek to select a modeling approach that suits the operational decision at hand.
James Malpas (b.ca1686-1775) (brother of Richard and John of Virginia). He married Elizabeth Mullington of Bladen Co., North Carolina. They were the parents of seven children.
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