The role of MS/OR in strategic management: a NZ/UK comparative evaluation

Abstract

In this thesis the role of MS/OR in Strategic Management has been examined in an original multi-disciplinary, comparative, empirical investigation. Focussing primarily on tool usage for a series of core strategic tasks by practitioners in both the MS/OR and the Strategic Management disciplines enabled the MS/OR contribution to be evaluated in a strategic context. In addition, this was the first broad-based empirical study of Strategic Management tool usage linked to specific strategic tasks, and the first investigation of strategic tool selection. To provide a structure for the evaluation, a normative framework of strategic tasks was developed. A multi-method research design was chosen to collect descriptive and explanatory data. The empirical study was replicated in New Zealand and in the United Kingdom using postal questionnaires and semi-structured interviews. The target populations were the practitioner members of the Operational Research Societies and Strategic Management Societies in both countries. Cross-country comparisons in both disciplines showed a very high level of similarity in tool user proportions for the strategic tasks. The results demonstrate the current strategic involvement of MS/OR practitioners and confirm the ability of MS/OR to make a contribution at the strategic level; formal recognition of strategic level MS/OR is proposed. Potential strategic application areas for MS/OR in future have been identified, along with a series of strategic roles for MS/OR practitioners. The contributions of this research include new evidence on (1) the current status of MS/OR tool usage in Strategic Management in New Zealand and in the United Kingdom, (2) the current status of Strategic Management tool usage in New Zealand and in the United Kingdom, and (3) the factors affecting strategic tool selection. New theoretical developments include the Strategic Management framework, a Strategic Management tool typology and an overview level model of the strategic tool selection process. The research also provides a methodological template for future multi-disciplinary comparative research, and a rich source of follow-on research projects including new tool developments.