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International Journal of Operations & Production Management
ISSN : 0144-3577
Article publication date: 1 February 2002
This paper reviews the use of case study research in operations management for theory development and testing. It draws on the literature on case research in a number of disciplines and uses examples drawn from operations management research. It provides guidelines and a roadmap for operations management researchers wishing to design, develop and conduct case‐based research.
- Operations management
- Methodology
- Case studies
Voss, C. , Tsikriktsis, N. and Frohlich, M. (2002), "Case research in operations management", International Journal of Operations & Production Management , Vol. 22 No. 2, pp. 195-219. https://doi.org/10.1108/01443570210414329
Copyright © 2002, MCB UP Limited
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Effective case research in operations management: a process perspective
2002, Journal of Operations Management
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Operations Research Case Study Papers for Africa: A Bibliometric Review
- First Online: 10 November 2022
Cite this chapter
- Majdi Argoubi 2 &
- Hatem Masri 3
Part of the book series: Contributions to Management Science ((MANAGEMENT SC.))
113 Accesses
Despite repeated requests for Operations Research to shift away from theoretical works and toward case studies, problem-oriented work, and real-world applications, theoretical papers still make up a sizable fraction of Operations Research publications. In order to accomplish two main goals: firstly, to investigate the scope of Operations Research case study in Africa (OR-CSA); and, secondly, to identify major areas of case study, evolutionary stages of the major techniques involved, and intellectual milestones in the development of key techniques. This work presents a systematic review of the literature on major aspects of OR-CSA. By using a generic search strategy, a representative dataset of OR-CSA bibliographic records is established. Next, we progressively synthesize empirical results. Results suggest that case studies are cited less often than other types of publication that deficit is more marked for African researchers where the case study has been effectively marginalized. It is suggested that, although a reduction in the proportion of publications in Operations Research made up of theoretical works may be desirable and would be an indication of maturity of the field, well-directed theoretical works will continue to play a role, albeit a diminishing one, in advancing the discipline. On the other hand, the evolution of the OR-CSA involves the development of several interconnected disciplines. As a final step, co-citation networks are constructed and visualized to assist with visual analysis of the OR-CSA’s structural and dynamic relationships and developments. Fourteen major techniques are discussed in detail. For the purpose of demonstrating the analytical potential of the systematic method, the trajectory of citations made by specific categories of African authors and references is shown. Major milestones in key techniques are also investigated.
- Operations Research
- Case studies
- intellectual structure
- Co-citation analysis
- literature mapping
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Argoubi, M., Masri, H. (2022). Operations Research Case Study Papers for Africa: A Bibliometric Review. In: Masri, H. (eds) Africa Case Studies in Operations Research. Contributions to Management Science. Springer, Cham. https://doi.org/10.1007/978-3-031-17008-9_8
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- Indian J Community Med
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Operational Research in Health-care Settings
Rajesh kunwar.
Department of Community Medicine, TS Misra Medical College, Department of Community Medicine, Prasad Institute of Medical Sciences, Lucknow, Uttar Pradesh, India
V. K. Srivastava
Origin of the term operational research (OR), also known as operations research, can be traced back to World War II when a number of researches carried out during military operations helped British Forces produce better results with lesser expenditure of ammunition. The world soon realised the potential of this kind of research and many disciplines especially management sciences, started applying its principles to achieve better returns on their investments.
Following World War II in 1948, the World Health Organization (WHO) came into existence with research as one of its core functions. It emphasized the need of identifying health-related issues needing research and thereby generation, dissemination, and utilization of the newly acquired knowledge for health promotion.[ 1 ] In 1978, Alma Ata Declaration acknowledged that primary health care was well known globally but, at the same time, also noted that modalities of its implementation were likely be different in different countries depending on their socioeconomic conditions, availability of resources, development of technology, and motivation of the community. A number of issues were yet to be resolved and researched before primary health care was operationalized under local conditions.[ 2 ]
T HE D EFINITION
The kind of research that Alma Ata Declaration recommended for improvement of health-care delivery is essentially OR. Described as “the science of better,” it helps in identifying the alternative service delivery strategy which not only overcomes the problems that limit the program quality, efficiency, and effectiveness but also yields the best outcome.[ 3 ] In its report on “The Third Ten Years of the WHO,” WHO has highlighted the usefulness of OR in improvement of health-care delivery in terms of its efficiency, effectiveness, and wider coverage by testing alternative approaches even in countries with limited national resources.[ 4 ]
OR has been variously defined. Dictionary of Epidemiology defined it as a systematic study of the working of a system with the aim of improvement.[ 5 ] From a health program perspective, OR is defined as the search for strategies and interventions that enhance the quality and effectiveness of the program.[ 6 ] A global meeting held in Geneva in April 2008 to develop the framework of OR, defined the scope of OR in context to public health as “ Any research producing practically usable knowledge (evidence, finding, information, etc.) which can improve program implementation (e.g., effectiveness, efficiency, quality, access, scale up, sustainability) regardless of the type of research (design, methodology, approach), falls within the boundaries of OR .”[ 7 ]
OR, however, is different from clinical or epidemiological research. It addresses a specific problem within a specific program. It examines a system, for example, health-care delivery system, and experiments in the environment specific to the program with alternative strategies to find the most suitable one and has an objective of improvement in the system. On the other hand, clinical or epidemiological research studies individuals and groups of individuals in search of new knowledge. In addition, ethical issues, which form an integral part of all clinical and epidemiological research, have their role poorly defined in OR, more so if it is based on secondary data.
The keyword in all the definitions is improvement, which is to be brought about by means of research in the operation of an ongoing program. Its characteristics include:
- It focuses on a specific problem in an ongoing programme
- It involves research into the problem using principles of epidemiology
- It tests more than one possible solution and provides rational basis, in the absence of complete information, for the best alternative to improve program efficiency
- It requires close interaction between program managers and researchers
- It succeeds only if the research is conducted in the existing environment and study results are implemented in true letter and spirit.
T HE P ROCESS
In health-care settings, an ongoing health program often fails to achieve its expected objective and the program managers are faced with problems factors responsible for which are not apparent. This is the stage where process of OR is initiated. In a standard OR process, planning begins with organization of a research team, which should have a mix of people with different backgrounds such as epidemiology, biostatistics, health managements, etc., The program managers may not be able to carry out the research themselves because of their work responsibility and in all probability, their biased views. However, they need to have a working relationship with the research team to ensure smooth conduct of the research and ownership of the result by all parties.
According to Fisher et al ., OR is a continuous process of problem identification, selection of a suitable strategy/intervention, experimentation of the selected strategy/intervention, dissemination of the findings, and utilization of the information so derived.[ 8 ] However, it may not always be possible to follow a step by step approach in OR since it is carried out in the existing environment, and many of the activities may be taking place simultaneously. The process involves the following steps [ Figure 1 ].
Process of operational research
Identifying problems
Like any other research, it is essential to have a research question as to the first and foremost step for beginning the process of OR. Discussion with program managers and staff, review of project reports and local documentation, discussion with experts in the field and literature search gives an insight into why the problem is occurring and what are possible solutions; and help in the identification of the research question. OR methods are useful for the systematic identification of problems and the search for potential solutions. Structured approaches to identifying options, such as the strategic choice approach or systematic creativity approaches have great potential for use in low-resource settings.[ 9 ]
Choosing interventions
Choosing appropriate interventions is clearly a crucial step. Effectiveness, safety, cost, and equity should all be considered, and researchers should be familiar with standard textbook methods for assessing these. Finding the best combinations and delivery methods is a major research exercise in its own right. Modeling different intervention strategies before rollout is now ubiquitous in many industries but is less common in healthcare.[ 10 ] Modeling work has been done on ways to reduce maternal mortality and in cervical cancer screening in low-resource settings.[ 11 ]
An appropriate intervention design, depending on available time and resources, should have a written protocol spelling out details of steps to be taken during implementation. Only valid and reliable instruments – be it quantitative or qualitative study-should be used; and wherever possible, a pilot study be carried out to further refine the conduct of the intervention. The contribution that OR and management science can make to design and delivery is not restricted to high technology. Oral rehydration therapy is a “low-tech–low-cost–high-impact” innovation, in which OR was used to explore ways it could be administered using readily available ingredients by laypeople, with an escalation pathway to treatment by health-care professionals when necessary.[ 12 ]
Small-scale projects generally need considerable modifications to work on a larger scale. Classic OR techniques such as simulation modeling can be used in locating services, managing the supply chain, and developing the health-care workforce.
Integrating into health systems
After analysis of the result, the information gathered should be disseminated to stakeholders and decision-makers. The modalities of information utilization should have been predecided and included in the research proposal. Successes in global health programs often result from synergistic interactions between individual, community and national actors rather than from any single “magic bullet.” A greater focus is needed on how interventions should be used in a complex behavioral environment, to better capture the dynamics of social networks, and to understand how complex systems can adapt positively to change. This is a task where OR and management science tools can be useful, as demonstrated by systems analysis of programs for cervical cancer prevention[ 13 ] or agent simulation modeling of spread of HIV in villages.[ 14 ]
E VALUATION
One of the greatest challenges for global health is the measurement and evaluation of performance of projects and programs. The WHO defines evaluation as “ the systematic and objective assessment of an ongoing or completed initiative, its design, implementation, and results. The aim is to determine the relevance and fulfillment of objectives, efficiency, effectiveness, impact, and sustainability .”[ 15 ] It may or may not lead to improvement.
Accelerated Child Survival and Development (ACSD) program, an initiative of UNICEF, was implemented in eleven West African countries from 2001 to 2005 with an objective of reducing mortality among under-fives by at least 25% by the end of 2006. Retrospective evaluation of the program was carried out in Benin, Ghana, and Mali by comparing data of ACSD focus districts with those of remainder districts. It showed that the difference in coverage of preventive interventions in ACSD focus areas before and after program implementation was not significant in Benin and Mali. This probably resulted in failure of ACSD program to accelerate survival of under-fives in-focus areas of Benin and Mali as compared to comparison areas. The inputs obtained from the evaluation of the program if translated into policy or national program would have delivered the desired result of ACSD program implementation.[ 16 ] Evaluation, thus, is fundamental to good management and is an essential part of the process of developing effective public policy. It is a complex enterprise, requiring researchers to balance the rigors of their research strategies with the relevance of their work for managers and policymakers.[ 17 ]
Standard control trial approaches to evaluation are sometimes feasible and appropriate but often a more flexible systems-oriented approach is required, together with modeling to help assess the effectiveness of preventive interventions.[ 18 ] Decision tree modeling can give rapid insights into the operational effectiveness and cost-effectiveness of procedures[ 19 ] and programs.[ 20 ]
O PERATIONAL R ESEARCH IN H EALTH-CARE S ETTINGS : E XAMPLES
The relevance of OR in health-care settings cannot be overemphasized. It has been successfully used all over the world in various health programs such as family planning, HIV, tuberculosis (TB), and malaria control programs to name a few. Its role in causing improvement in various health programs and the development of policies has been acknowledged globally. Sustained OR efforts of several decades helped in developing the Global strategy for control of TB. India and Malawi provide the most successful example of OR in this field.[ 21 ] In India, it was demonstrated by OR that successful implementation of DOTS strategy throughout the country led to reduction in the prevalence of TB, reduction in fatality due to TB and release of hospital beds occupied by TB patients; and thereby a potential gain to the Indian economy.[ 22 ]
For the treatment of TB, about half of TB patients in India rely on the private sector. In spite of it being a notifiable disease, TB notification from private sector has been a challenge. In 2014, Delhi state, by adopting direct “one to one” sensitization of private practitioners by TB notification committee, was able to accelerate notification of TB cases from the private sector.[ 23 ]
In view of the growing burden of multidrug-resistance TB (MDR-TB), an OR was conducted in the setting of Revised National Tuberculosis Programme on patients with presumptive MDR-TB in North and Central Chennai, in 2014 to determine prediagnosis attrition and pre-treatment attrition, and factors associated with it. Prediagnosis and pretreatment attrition were found 11% and 38%, respectively. The study showed that patients with smear-negative TB were less likely to undergo drug susceptibility testing (DST) and more attention was required to be paid to this group for improving DST.[ 24 ]
One of the most successful examples of OR in India is the experimental study carried out in Gadchiroli district of Maharashtra from 1993 to 1998. In their path-breaking field trial, Bang et al . trained village level workers in neonatal care who subsequently made home visits at scheduled intervals and managed premature birth/low birthweight, birth asphyxia, hypothermia, neonatal sepsis, and breastfeeding problems. This led to a significant reduction in neonatal mortality rates in intervention villages.[ 25 ] Encouraged by the success of this field trial, Home-Based Newborn Care has been adopted by many districts in India to combat neonatal mortality.
In leprosy case detection campaign (LCDC), introduced under National Leprosy Eradication Programme of India in 2016, false-positive diagnosis is a major issue. A study carried out in four districts of Bihar found 30% false-positive cases during LCDC. Using “appreciative inquiry” as a tool, Wagh et al . were able to achieve a decline in false-positive diagnosis.[ 26 ]
OR has been successfully used in hospital settings too. In Latin America, unsafe abortions used to be one of the most common causes of high maternal mortality. Billings and Bensons reviewed ten completed OR projects conducted in public sector hospitals of seven Latin American countries. Their findings indicated that sharp curettage replaced by manual vacuum aspiration for conducting abortion reduced the requirement of resources for postabortion care, reduced cost, and length of hospital stay and reduced maternal mortality.[ 27 ]
C ONCLUSION
Following Alma Ata declaration and Millennium Development Goals, all countries of the world have instituted their own National Health Programmes in a bid to improve health of their countrymen. Although health programs are in place, Governments are committed, guidance from the WHO is available, support from NGOs have been garnered, still many countries have not been able to achieve their desired goals. Operational Research is now being used as a key instrument, especially in resource-poor countries, to tap the untapped information. Administrators are using it as a searchlight for discovering what is still in the dark. It is there to stay. It is high time that the scientific community working in health-care settings gets acquainted with the nuances of OR and uses it more often for improving the outcome of health programs and for making them more efficient and effective.
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Exploring generative ai at harvard.
Jessica McCann
Harvard Correspondent
Leaders weigh in on where we are and what’s next
The explosion of generative AI technology over the past year and a half is raising big questions about how these tools will impact higher education. Across Harvard, members of the community have been exploring how GenAI will change the ways we teach, learn, research, and work.
As part of this effort, the Office of the Provost has convened three working groups . They will discuss questions, share innovations, and evolve guidance and community resources. They are:
- The Teaching and Learning Group , chaired by Bharat Anand , vice provost for advances in learning and the Henry R. Byers Professor of Business Administration at Harvard Business School. This group seeks to share resources, identify emerging best practices, guide policies, and support the development of tools to address common challenges among faculty and students.
- The Research and Scholarship Group , chaired by John Shaw , vice provost for research, Harry C. Dudley Professor of Structural and Economic Geology in the Earth and Planetary Sciences Department, and professor of environmental science and engineering in the Paulson School of Engineering and Applied Science. It focuses on how to enable, and support the integrity of, scholarly activities with generative AI tools.
- T he Administration and Operations Group , chaired by Klara Jelinkova , vice president and University chief information officer. It is charged with addressing information security, data privacy, procurement, and administration and organizational efficiencies.
Klara Jelinkova, Bharat Anand, and John Shaw.
Photos by Kris Snibbe/Harvard Staff Photographer; Evgenia Eliseeva; and courtesy of John Shaw
The Gazette spoke with Anand, Shaw, and Jelinkova to understand more about the work of these groups and what’s next in generative AI at Harvard.
When generative AI tools first emerged, we saw universities respond in a variety of ways — from encouraging experimentation to prohibiting their use. What was Harvard’s overall approach?
Shaw: From the outset, Harvard has embraced the prospective benefits that GenAI offers to teaching, research, and administration across the University, while being mindful of the potential pitfalls. As a University, our mission is to help enable discovery and innovation, so we had a mandate to actively engage. We set some initial, broad policies that helped guide us, and have worked directly with groups across the institution to provide tools and resources to inspire exploration.
Jelinkova: The rapid emergence of these tools meant the University needed to react quickly, to provide both tools for innovation and experimentation and guidelines to ensure their responsible use. We rapidly built an AI Sandbox to enable faculty, students, and staff to experiment with multiple large language models in a secure environment. We also worked with external vendors to acquire enterprise licenses for a variety of tools to meet many different use cases. Through working groups, we were able to learn, aggregate and collate use cases for AI in teaching, learning, administration, and research. This coordinated, collective, and strategic approach has put Harvard ahead of many peers in higher education.
Anand: Teaching and learning are fundamentally decentralized activities. So our approach was to ask: First, how can we ensure that local experimentation by faculty and staff is enabled as much as possible; and second, how can we ensure that it’s consistent with University policies on IP, copyright, and security? We also wanted to ensure that novel emerging practices were shared across Schools, rather than remaining siloed.
What do these tools mean for faculty, in terms of the challenges they pose or the opportunities they offer? Is there anything you’re particularly excited about?
Anand: Let’s start with some salient challenges. How do we first sift through the hype that’s accompanied GenAI? How can we make it easy for faculty to use GenAI tools in their classrooms without overburdening them with yet another technology? How can one address real concerns about GenAI’s impact?
While we’re still early in this journey, many compelling opportunities — and more importantly, some systematic ways of thinking about them — are emerging. Various Harvard faculty have leaned into experimenting with LLMs in their classrooms. Our team has now interviewed over 30 colleagues across Harvard and curated short videos that capture their learnings. I encourage everyone to view these materials on the new GenAI site; they are remarkable in their depth and breadth of insight.
Here’s a sample: While LLMs are commonly used for Q&A, our faculty have creatively used them for a broader variety of tasks, such as simulating tutors that guide learning by asking questions, simulating instructional designers to provide active learning tips, and simulating student voices to predict how a class discussion might flow, thus aiding in lesson preparation. Others demonstrate how more sophisticated prompts or “prompt engineering” are often necessary to yield more sophisticated LLM responses, and how LLMs can extend well beyond text-based responses to visuals, simulations, coding, and games. And several faculty show how LLMs can help overcome subtle yet important learning frictions like skill gaps in coding, language literacy, or math.
Do these tools offer students an opportunity to support or expand upon their learning?
Anand: Yes. GenAI represents a unique area of innovation where students and faculty are working together. Many colleagues are incorporating student feedback into the GenAI portions of their curriculum or making their own GenAI tools available to students. Since GenAI is new, the pedagogical path is not yet well defined; students have an opportunity to make their voices heard, as co-creators, on what they think the future of their learning should look like.
Beyond this, we’re starting to see other learning benefits. Importantly, GenAI can reach beyond a lecture hall. Thoughtful prompt engineering can turn even publicly available GenAI tools into tutorbots that generate interactive practice problems, act as expert conversational aids for material review, or increase TA teams’ capacity. That means both that the classroom is expanding and that more of it is in students’ hands. There’s also evidence that these bots field more questions than teaching teams can normally address and can be more comfortable and accessible for some students.
Of course, we need to identify and counter harmful patterns. There is a risk, in this early and enthusiastic period, of sparking over-reliance on GenAI. Students must critically evaluate how and where they use it, given its possibility of inaccurate or inappropriate responses, and should heed the areas where their style of cognition outperforms AI. One other thing to watch out for is user divide: Some students will graduate with vastly better prompt engineering skills than others, an inequality that will only magnify in the workforce.
What are the main questions your group has been tackling?
Anand: Our group divided its work into three subgroups focused on policy, tools, and resources. We’ve helped guide initial policies to ensure safe and responsible use; begun curating resources for faculty in a One Harvard repository ; and are exploring which tools the University should invest in or develop to ensure that educators and researchers can continue to advance their work.
In the fall, we focused on supporting and guiding HUIT’s development of the AI Sandbox. The Harvard Initiative for Learning and Teaching’s annual conference , which focused exclusively on GenAI, had its highest participation in 10 years. Recently, we’ve been working with the research group to inform the development of tools that promise broad, generalizable use for faculty (e.g., tutorbots).
What has your group focused on in discussions so far about generative AI tools’ use in research?
Shaw: Our group has some incredible strength in researchers who are at the cutting edge of GenAI development and applications, but also includes voices that help us understand the real barriers to faculty and students starting to use these tools in their own research and scholarship. Working with the other teams, we have focused on supporting development and use of the GenAI sandbox, examining IP and security issues, and learning from different groups across campus how they are using these tools to innovate.
Are there key areas of focus for your group in the coming months?
Shaw: We are focused on establishing programs — such as the new GenAI Milton Fund track — to help support innovation in the application of these tools across the wide range of scholarship on our campus. We are also working with the College to develop new programs to help support students who wish to engage with faculty on GenAI-enabled projects. We aim to find ways to convene students and scholars to share their experiences and build a stronger community of practitioners across campus.
What types of administration and operations questions are your group is exploring, and what type of opportunities do you see in this space?
Jelinkova: By using the group to share learnings from across Schools and units, we can better provide technologies to meet the community’s needs while ensuring the most responsible and sustainable use of the University’s financial resources. The connections within this group also inform the guidelines that we provide; by learning how generative AI is being used in different contexts, we can develop best practices and stay alert to emerging risks. There are new tools becoming available almost every day, and many exciting experiments and pilots happening across Harvard, so it’s important to regularly review and update the guidance we provide to our community.
Can you talk a bit about what has come out of these discussions, or other exciting things to come?
Jelinkova: Because this technology is rapidly evolving, we are continually tracking the release of new tools and working with our vendors as well as open-source efforts to ensure we are best supporting the University’s needs. We’re developing more guidance and hosting information sessions on helping people to understand the AI landscape and how to choose the right tool for their task. Beyond tools, we’re also working to build connections across Harvard to support collaboration, including a recently launched AI community of practice . We are capturing valuable findings from emerging technology pilot programs in HUIT , the EVP area , and across Schools. And we are now thinking about how those findings can inform guiding principles and best practices to better support staff.
While the GenAI groups are investigating these questions, Harvard faculty and scholars are also on the forefront of research in this space. Can you talk a bit about some of the interesting research happening across the University in AI more broadly ?
Shaw: Harvard has made deep investments in the development and application of AI across our campus, in our Schools, initiatives, and institutes — such as the Kempner Institute and Harvard Data Science Initiative. In addition, there is a critical role for us to play in examining and guiding the ethics of AI applications — and our strengths in the Safra and Berkman Klein centers, as examples, can be leading voices in this area.
What would be your advice for members of our community who are interested in learning more about generative AI tools?
Anand: I’d encourage our community to view the resources available on the new Generative AI @ Harvard website , to better understand how GenAI tools might benefit you.
There’s also no substitute for experimentation with these tools to learn what works, what does not, and how to tailor them for maximal benefit for your particular needs. And of course, please know and respect University policies around copyright and security.
We’re in the early stages of this journey at Harvard, but it’s exciting.
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IMAGES
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This article reviews the case study research in the operations management field. In this regard, the paper's key objective is to represent a general framework to design, develop, and conduct case study research for a future operations management research by critically reviewing relevant literature and offering insights into the use of case method in particular settings.
Each chapter of " Case Studies in Operations Research: Applications of Optimal Decision Making" also includes additionaldata provided on the book's website on Springer.com. These files contain a brief description of the area of application, the problem and the required outputs. Also provided are links to access all the data in the problem.
This article reviews the case study research in the operations management field. In this regard, the paper's key objective is to. represent a general framework to design, develop, and conduct ...
Abstract. This paper reviews the use of case study research in operations management for theory development and testing. It draws on the literature on case research in a number of disciplines and uses examples drawn from operations management research. It provides guidelines and a roadmap for operations management researchers wishing to design ...
In areas related to operations management, such as com-puter science, the term 'case study' is often used to refer to the performance of a system 'under' certain conditions. This can be the understanding in the context of simulation or optimisation, 2016 informa uK limited, trading as taylor & Francis group.
An appendix provides a listing of case studies that have appeared in some OM journals in recent years, classifying the studies by their research purpose. However, regardless of their purposes, case study research need to be conducted in a manner that assures maximum measurement reliability and theory validity.
International Journal of Operations and Production Management 13 (5), 3-11. Meredith, J., 1998. Building operations management theory through case and field research. Journal of Operations Management 16 (4), 441-454. Meredith, J., Samson, D., 2001. Call for papers: special issue of journal of operations management on case study and field ...
Case Studies in Operations Research. pp.315-336. For oil and gas fields in production in the North Sea, a key task is to maximize the profit made by recovery and processing of oil/gas reserves. A ...
This book includes case studies that examine the application of operations research to improve or increase efficiency in industry and operational activities. This collection of "living case studies" is all based on the author's 30-year career of consulting and advisory work. These true-to life industrial applications illustrate the ...
PDF | Our study examines the state of qualitative case studies in operations management. ... Meredith, J.R., 1993. Conduc ting case study research in operations management. Journal of Operations ...
engineering and an MS degree in operations research. Ms. Stephens taught public speak-ing in Stanford's School of Engineering and served as a teaching assistant for a case studies course in operations research. As a teaching assistant, she analyzed operations research problems encountered in the real world and transformed these problems into
The research, whether this is designed as a cross-sectional study, a cohort study or a case-control study, must be conducted and reported according to international standard guidelines . The majority of the operational research studies that focus on quantitative data are observational designs and should follow the Strengthening the Reporting of ...
This book presents contributions to the 50 th Annual Conference of the Operations Research Society of South Africa (ORSSA), which was jointly hosted with the African Federation of Operations Research Societies (AFROS) at North-West University in Potchefstroom, South Africa from 12 to 15 September, 2021. Focusing on innovative case studies and recent applications of Operations Research models ...
by Rachel Layne. Many companies build their businesses on open source software, code that would cost firms $8.8 trillion to create from scratch if it weren't freely available. Research by Frank Nagle and colleagues puts a value on an economic necessity that will require investment to meet demand. 27 Feb 2024.
Aimed at senior undergraduate and graduate students in the fields of mechanical engineering, civil engineering, industrial engineering and production engineering, this book: • Discusses extensive use of Microsoft Excel spreadsheets and formulas in solving operations research problems • Provides case studies and unsolved exercises at the end ...
Request PDF | On Jan 1, 2015, C. Bragalli and others published Case Studies in Operations Research | Find, read and cite all the research you need on ResearchGate
This article reviews the case study research in the operations management field. In this regard, the paper's key objective is to represent a general framework to design, develop, and conduct case study research for a future operations management research by critically reviewing relevant literature and offering insights into the use of case method in particular settings.
Operations Research develop models, which provides logical and systematic approach for understanding, Solving and controlling a problem. Operations research reduces the chances of failure as it provides many alternatives for one problem, which helps the management to choose the best decision. Even managers can evaluate
This paper extends the results from previous bibliometric studies, which were focused only on most relevant research topics and output analysis, by studying the intellectual structure of case study in OR literature. Emphasis is placed mainly on African authors when dealing with OR case studies.
It involves research into the problem using principles of epidemiology. It tests more than one possible solution and provides rational basis, in the absence of complete information, for the best alternative to improve program efficiency. It requires close interaction between program managers and researchers.
Case Studies - Operations Research and Management - Free download as PDF File (.pdf), Text File (.txt) or read online for free. The document presents a case study involving the assignment of five men to five jobs to minimize the total time taken. It provides a matrix with the time each man takes to complete each job. The Hungarian assignment method is applied in six steps to solve the ...
Request PDF | On Feb 28, 2021, Samir Abdalla Eldessouky and others published Case Studies in Operations Research | Find, read and cite all the research you need on ResearchGate
Shaw: From the outset, Harvard has embraced the prospective benefits that GenAI offers to teaching, research, and administration across the University, while being mindful of the potential pitfalls. As a University, our mission is to help enable discovery and innovation, so we had a mandate to actively engage.