Abstract
The opportunity to implement an Operational Research project is only possible when management has accepted the proposed solution. Management acceptance depends upon their belief that the problem solved is the one they have and on the understanding of and trust in the process by which the solution was obtained. Such belief, understanding and trust depend upon the effectiveness of the communication between management and the OR analyst. In this paper, an attempt is made to illustrate, by means of contrasting case studies, the importance of managerial involvement in the Operational Research process.
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*John Walker is currently an Associate Professor with the Nanyang Business School at the Nanyang Technological University, Singapore. In the late 1960's he worked for a UK steel company and since the early 1970's has been involved with academic programs at the University of Teesside, Durham University Business School, Cranfield and the National University of Singapore. Current research interests include Bayesian sequential sampling plans.
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Walker, J. Implementation. OR Insight 14, 4–13 (2001). https://doi.org/10.1057/ori.2001.2
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DOI: https://doi.org/10.1057/ori.2001.2