Dépouillements

Extending the use of scenario planning and MCDA for the evaluation of strategic options / Ram, C. in Journal of the operational research society (JORS), Vol. 62 N° 5 special issue (Mai 2011) 

Public ISBD [article]  in Journal of the operational research society (JORS) > Vol. 62 N° 5 special issue (Mai 2011) . - pp. 817–829 Titre : Extending the use of scenario planning and MCDA for the evaluation of strategic options Type de document : texte imprimé Auteurs : Ram, C., Auteur ; Montibeller, G., Auteur ; Morton, A., Auteur Année de publication : 2011 Article en page(s) : pp. 817–829 Note générale : Recherche opérationnelle Langues : Anglais (eng) Mots-clés : Decision  analysis  Strategic  planning  Scenario Index. décimale : 001.424 Résumé : Multi-criteria decision analysis (MCDA) is well equipped to deal with conflicting, qualitative objectives when evaluating strategic options. Scenario planning provides a framework for confronting uncertainty, which MCDA lacks. Integration of these methods offers various advantages, yet its effective application in evaluating strategic options would benefit from scenarios that reflect a larger number of wide-ranging scenarios developed in a time-efficient manner, as well as incorporation of MCDA measures that inform within and across scenario comparison of options. The main contribution of this paper is to illustrate how a more diverse set of scenarios could be developed quickly, and to investigate how regret could be used to facilitate comparison of options. First, the reasons for these two areas of development are elaborated with respect to existing techniques. The impacts of applying the proposed method in practice are then assessed through a case study involving food security in Trinidad and Tobago. The paper concludes with a discussion of findings and areas for further research. DEWEY : 001.424 ISSN : 0160-5682 En ligne : http://www.palgrave-journals.com/jors/journal/v62/n5/abs/jors201090a.html [article] Extending the use of scenario planning and MCDA for the evaluation of strategic options [texte imprimé] / Ram, C., Auteur ; Montibeller, G., Auteur ; Morton, A., Auteur . - 2011 . - pp. 817–829. Recherche opérationnelle Langues : Anglais (eng) in Journal of the operational research society (JORS) > Vol. 62 N° 5 special issue (Mai 2011) . - pp. 817–829 Mots-clés : Decision  analysis  Strategic  planning  Scenario Index. décimale : 001.424 Résumé : Multi-criteria decision analysis (MCDA) is well equipped to deal with conflicting, qualitative objectives when evaluating strategic options. Scenario planning provides a framework for confronting uncertainty, which MCDA lacks. Integration of these methods offers various advantages, yet its effective application in evaluating strategic options would benefit from scenarios that reflect a larger number of wide-ranging scenarios developed in a time-efficient manner, as well as incorporation of MCDA measures that inform within and across scenario comparison of options. The main contribution of this paper is to illustrate how a more diverse set of scenarios could be developed quickly, and to investigate how regret could be used to facilitate comparison of options. First, the reasons for these two areas of development are elaborated with respect to existing techniques. The impacts of applying the proposed method in practice are then assessed through a case study involving food security in Trinidad and Tobago. The paper concludes with a discussion of findings and areas for further research. DEWEY : 001.424 ISSN : 0160-5682 En ligne : http://www.palgrave-journals.com/jors/journal/v62/n5/abs/jors201090a.html

Towards the integration of system modelling with scenario planning to support strategy / Burt, G. in Journal of the operational research society (JORS), Vol. 62 N° 5 special issue (Mai 2011) 

Public ISBD [article]  in Journal of the operational research society (JORS) > Vol. 62 N° 5 special issue (Mai 2011) . - pp. 830–839 Titre : Towards the integration of system modelling with scenario planning to support strategy : the case of the UK energy industry Type de document : texte imprimé Auteurs : Burt, G., Auteur Année de publication : 2011 Article en page(s) : pp. 830–839 Note générale : Recherche opérationnelle Langues : Anglais (eng) Mots-clés : Scenario  planning  Facilitated  modelling  Causal  mapping  Systemic  drivers  of  change  Predetermined  elements Index. décimale : 001.424 Résumé : A key aspect of strategy is sense-making of the unfolding uncertainty in the business environment and responding appropriately to achieve organisational objectives. However, uncertainty means that there is more than one future open to an organisation. Sense-making is therefore problematic. Scenario planning is one approach to sense-making that helps to explore and understand uncertainty, aiming for the identification of potential predetermined elements in the business environment. In this paper we propose the integration of systems modelling with scenario planning to support the exploration of uncertainty, identify knowledge gaps that set a (subsequent) research agenda, understand the role and usefulness of historical data, and model research outcomes to help reveal potential predetermined elements. Specifically, scenario planning identifies potential predetermined elements in the business environment; system modelling in the form of behaviour-over-time graphs, causal mapping and feedback loops helps in structuring and linking variables and their interaction to provide an understanding of the systemic drivers of these predetermined elements. Methodological integration of this type enhances modellers’ ability to support strategy in organisations. DEWEY : 001.424 ISSN : 0160-5682 En ligne : http://www.palgrave-journals.com/jors/journal/v62/n5/abs/jors201047a.html [article] Towards the integration of system modelling with scenario planning to support strategy : the case of the UK energy industry [texte imprimé] / Burt, G., Auteur . - 2011 . - pp. 830–839. Recherche opérationnelle Langues : Anglais (eng) in Journal of the operational research society (JORS) > Vol. 62 N° 5 special issue (Mai 2011) . - pp. 830–839 Mots-clés : Scenario  planning  Facilitated  modelling  Causal  mapping  Systemic  drivers  of  change  Predetermined  elements Index. décimale : 001.424 Résumé : A key aspect of strategy is sense-making of the unfolding uncertainty in the business environment and responding appropriately to achieve organisational objectives. However, uncertainty means that there is more than one future open to an organisation. Sense-making is therefore problematic. Scenario planning is one approach to sense-making that helps to explore and understand uncertainty, aiming for the identification of potential predetermined elements in the business environment. In this paper we propose the integration of systems modelling with scenario planning to support the exploration of uncertainty, identify knowledge gaps that set a (subsequent) research agenda, understand the role and usefulness of historical data, and model research outcomes to help reveal potential predetermined elements. Specifically, scenario planning identifies potential predetermined elements in the business environment; system modelling in the form of behaviour-over-time graphs, causal mapping and feedback loops helps in structuring and linking variables and their interaction to provide an understanding of the systemic drivers of these predetermined elements. Methodological integration of this type enhances modellers’ ability to support strategy in organisations. DEWEY : 001.424 ISSN : 0160-5682 En ligne : http://www.palgrave-journals.com/jors/journal/v62/n5/abs/jors201047a.html

Strategy making with the whole organisation: OR and the art of the possible / Bryant, J. in Journal of the operational research society (JORS), Vol. 62 N° 5 special issue (Mai 2011) 

Public ISBD [article]  in Journal of the operational research society (JORS) > Vol. 62 N° 5 special issue (Mai 2011) . - pp. 840–854 Titre : Strategy making with the whole organisation: OR and the art of the possible Type de document : texte imprimé Auteurs : Bryant, J., Auteur ; Darwin, J., Auteur ; Booth, C., Auteur Année de publication : 2011 Article en page(s) : pp. 840–854 Note générale : Recherche opérationnelle Langues : Anglais (eng) Mots-clés : Employee  satisfaction  Strategic  planning  Soft  OR  Large  group  approaches  Problem  structuring  methods Index. décimale : 001.424 Résumé : Present-day expectations of wide stakeholder involvement in strategy-making processes have been addressed in distinctive ways by the Operational Research (OR) and Organisational Development (OD) communities. This paper describes an intervention supporting a strategy for change in a university where a high degree of participation was essential to address the substantive issues faced following the disappointing outcome of an employee satisfaction survey. The importance of staff satisfaction for achieving good business outcomes is explained in the paper before an account is given of the work that was undertaken using a combination of Large Group Intervention and Problem Structuring Method approaches. The achievement of the project in shifting the locus of perceived control and opening up a more participative strategic debate is next assessed. The case demonstrated the benefit of using an intervention process whose participatory nature mirrored the desired changes in the client organisation, and in which the dramatisation of senior management group commitment underlined determination to effect change. Other implications are discussed: the value of using a novel assemblage of approaches and techniques rather than inflexibly following a single methodology; the potential payoff from closer work between the disciplines of OR and OD; and the observation that there is a real opportunity for the wider use of participative approaches in strategy making, something that OR practitioners are well-placed to provide. DEWEY : 001.424 ISSN : 0160-5682 En ligne : http://www.palgrave-journals.com/jors/journal/v62/n5/abs/jors201071a.html [article] Strategy making with the whole organisation: OR and the art of the possible [texte imprimé] / Bryant, J., Auteur ; Darwin, J., Auteur ; Booth, C., Auteur . - 2011 . - pp. 840–854. Recherche opérationnelle Langues : Anglais (eng) in Journal of the operational research society (JORS) > Vol. 62 N° 5 special issue (Mai 2011) . - pp. 840–854 Mots-clés : Employee  satisfaction  Strategic  planning  Soft  OR  Large  group  approaches  Problem  structuring  methods Index. décimale : 001.424 Résumé : Present-day expectations of wide stakeholder involvement in strategy-making processes have been addressed in distinctive ways by the Operational Research (OR) and Organisational Development (OD) communities. This paper describes an intervention supporting a strategy for change in a university where a high degree of participation was essential to address the substantive issues faced following the disappointing outcome of an employee satisfaction survey. The importance of staff satisfaction for achieving good business outcomes is explained in the paper before an account is given of the work that was undertaken using a combination of Large Group Intervention and Problem Structuring Method approaches. The achievement of the project in shifting the locus of perceived control and opening up a more participative strategic debate is next assessed. The case demonstrated the benefit of using an intervention process whose participatory nature mirrored the desired changes in the client organisation, and in which the dramatisation of senior management group commitment underlined determination to effect change. Other implications are discussed: the value of using a novel assemblage of approaches and techniques rather than inflexibly following a single methodology; the potential payoff from closer work between the disciplines of OR and OD; and the observation that there is a real opportunity for the wider use of participative approaches in strategy making, something that OR practitioners are well-placed to provide. DEWEY : 001.424 ISSN : 0160-5682 En ligne : http://www.palgrave-journals.com/jors/journal/v62/n5/abs/jors201071a.html

Raising the bar / Montibeller, G. in Journal of the operational research society (JORS), Vol. 62 N° 5 special issue (Mai 2011) 

Public ISBD [article]  in Journal of the operational research society (JORS) > Vol. 62 N° 5 special issue (Mai 2011) . - pp. 855–867 Titre : Raising the bar : strategic multi-criteria decision analysis Type de document : texte imprimé Auteurs : Montibeller, G., Auteur ; Franco, L. A., Auteur Année de publication : 2011 Article en page(s) : pp. 855–867 Note générale : Recherche opérationnelle Langues : Anglais (eng) Mots-clés : Multi-criteria  decision  analysis  Faciliated  decision  modelling  Decision  support  Strategic  decision  making  Strategy  workshops Index. décimale : 001.424 Résumé : This paper discusses the use of multi-criteria decision analysis for supporting strategic decision making in organisations. It begins by exploring the notions of strategic decisions and the strategic decision-making process. We suggest that structuring strategic objectives, dealing with high levels of uncertainty about the future, as well as considering the interconnectedness of strategic options and their long-term consequences are key aspects of strategic decision making support. We then consider the discursive nature of the processes within which strategic decisions are created and negotiated. Our exploration of these concepts leads us to propose a number of adaptations to the standard multi-criteria decision analysis approach, if it were to provide effective strategic decision support, particularly in strategy workshops. We make suggestions on how to implement these proposals, and illustrate their potential with examples drawn from real-world interventions in which we have provided strategic decision support. DEWEY : 001.424 ISSN : 0160-5682 En ligne : http://www.palgrave-journals.com/jors/journal/v62/n5/abs/jors2009178a.html [article] Raising the bar : strategic multi-criteria decision analysis [texte imprimé] / Montibeller, G., Auteur ; Franco, L. A., Auteur . - 2011 . - pp. 855–867. Recherche opérationnelle Langues : Anglais (eng) in Journal of the operational research society (JORS) > Vol. 62 N° 5 special issue (Mai 2011) . - pp. 855–867 Mots-clés : Multi-criteria  decision  analysis  Faciliated  decision  modelling  Decision  support  Strategic  decision  making  Strategy  workshops Index. décimale : 001.424 Résumé : This paper discusses the use of multi-criteria decision analysis for supporting strategic decision making in organisations. It begins by exploring the notions of strategic decisions and the strategic decision-making process. We suggest that structuring strategic objectives, dealing with high levels of uncertainty about the future, as well as considering the interconnectedness of strategic options and their long-term consequences are key aspects of strategic decision making support. We then consider the discursive nature of the processes within which strategic decisions are created and negotiated. Our exploration of these concepts leads us to propose a number of adaptations to the standard multi-criteria decision analysis approach, if it were to provide effective strategic decision support, particularly in strategy workshops. We make suggestions on how to implement these proposals, and illustrate their potential with examples drawn from real-world interventions in which we have provided strategic decision support. DEWEY : 001.424 ISSN : 0160-5682 En ligne : http://www.palgrave-journals.com/jors/journal/v62/n5/abs/jors2009178a.html

Supporting strategic conversations: the significance of a quantitative model building process / Howick, S. in Journal of the operational research society (JORS), Vol. 62 N° 5 special issue (Mai 2011) 

Public ISBD [article]  in Journal of the operational research society (JORS) > Vol. 62 N° 5 special issue (Mai 2011) . - pp. 868–878 Titre : Supporting strategic conversations: the significance of a quantitative model building process Type de document : texte imprimé Auteurs : Howick, S., Auteur ; Eden, C., Auteur Année de publication : 2011 Article en page(s) : pp. 868–878 Note générale : Recherche opérationnelle Langues : Anglais (eng) Mots-clés : Strategic  planning  System  dynamics  Practice  of  OR Index. décimale : 001.424 Résumé : This paper reports on the use of a quantitative system dynamics simulation model building process that followed on from a ‘soft OR’ strategy making intervention with a top management team. The work was carried out for the Chief Constable and top team of a UK police force. The output of the ‘soft OR’ strategy making process provided the reason for, and so focus of, the simulation model. The focus of the strategic conversation was on exploring the tension between the supply of resources (in this case police officers) and the demands placed on those officers. The project involved a series of strategic conversations with members of the top team that were stimulated through the process of building a system dynamics model. The process was facilitated by two modellers—one focussing on managing the strategic enquiry, while the other considered the implications of the conversation for the construction of the system dynamics model. Through the process of gradually building the system dynamics model, a number of issues and lessons were raised for the development and delivery of effective strategy making and the strategic management of public organisations. In addition there were implications for operational research model building processes, especially when operating at senior levels and within a strategic context. DEWEY : 001.424 ISSN : 0160-5682 En ligne : http://www.palgrave-journals.com/jors/journal/v62/n5/abs/jors2010103a.html [article] Supporting strategic conversations: the significance of a quantitative model building process [texte imprimé] / Howick, S., Auteur ; Eden, C., Auteur . - 2011 . - pp. 868–878. Recherche opérationnelle Langues : Anglais (eng) in Journal of the operational research society (JORS) > Vol. 62 N° 5 special issue (Mai 2011) . - pp. 868–878 Mots-clés : Strategic  planning  System  dynamics  Practice  of  OR Index. décimale : 001.424 Résumé : This paper reports on the use of a quantitative system dynamics simulation model building process that followed on from a ‘soft OR’ strategy making intervention with a top management team. The work was carried out for the Chief Constable and top team of a UK police force. The output of the ‘soft OR’ strategy making process provided the reason for, and so focus of, the simulation model. The focus of the strategic conversation was on exploring the tension between the supply of resources (in this case police officers) and the demands placed on those officers. The project involved a series of strategic conversations with members of the top team that were stimulated through the process of building a system dynamics model. The process was facilitated by two modellers—one focussing on managing the strategic enquiry, while the other considered the implications of the conversation for the construction of the system dynamics model. Through the process of gradually building the system dynamics model, a number of issues and lessons were raised for the development and delivery of effective strategy making and the strategic management of public organisations. In addition there were implications for operational research model building processes, especially when operating at senior levels and within a strategic context. DEWEY : 001.424 ISSN : 0160-5682 En ligne : http://www.palgrave-journals.com/jors/journal/v62/n5/abs/jors2010103a.html

Facilitated modelling in strategy development: measuring the impact on communication, consensus and commitment / Rouwette, E. A. J. A. in Journal of the operational research society (JORS), Vol. 62 N° 5 special issue (Mai 2011) 

Public ISBD [article]  in Journal of the operational research society (JORS) > Vol. 62 N° 5 special issue (Mai 2011) . - pp. 879–887 Titre : Facilitated modelling in strategy development: measuring the impact on communication, consensus and commitment Type de document : texte imprimé Auteurs : Rouwette, E. A. J. A., Auteur Année de publication : 2011 Article en page(s) : pp. 879–887 Note générale : Recherche opérationnelle Langues : Anglais (eng) Mots-clés : Problem  structuring  methods  Facilitation  System  dynamics  Evaluation Index. décimale : 001.424 Résumé : Facilitated modelling is used in supporting the resolution of strategic issues mainly because it is expected to improve communication between decision makers, foster consensus and create commitment. Researchers in both the strategy and facilitated modelling fields call for more systematic research on how strategy development works in practice and how outcomes are created. In this paper, three facilitated modelling cases on strategic issues are studied using both written questionnaires, developed in the strategy and decision support fields, and semi-structured interviews. Results of both measurement approaches are compared to determine (a) to what extent outcomes in participants’ own terms are similar to concepts in the questionnaire and (b) whether changes measured by both methods are similar. Interview results are used to assess (c) which elements of the intervention contribute to outcomes. Findings suggest that questionnaires offer clear benefits as standardized measurement of facilitated modelling outcomes. DEWEY : 001.424 ISSN : 0160-5682 En ligne : http://www.palgrave-journals.com/jors/journal/v62/n5/abs/jors201078a.html [article] Facilitated modelling in strategy development: measuring the impact on communication, consensus and commitment [texte imprimé] / Rouwette, E. A. J. A., Auteur . - 2011 . - pp. 879–887. Recherche opérationnelle Langues : Anglais (eng) in Journal of the operational research society (JORS) > Vol. 62 N° 5 special issue (Mai 2011) . - pp. 879–887 Mots-clés : Problem  structuring  methods  Facilitation  System  dynamics  Evaluation Index. décimale : 001.424 Résumé : Facilitated modelling is used in supporting the resolution of strategic issues mainly because it is expected to improve communication between decision makers, foster consensus and create commitment. Researchers in both the strategy and facilitated modelling fields call for more systematic research on how strategy development works in practice and how outcomes are created. In this paper, three facilitated modelling cases on strategic issues are studied using both written questionnaires, developed in the strategy and decision support fields, and semi-structured interviews. Results of both measurement approaches are compared to determine (a) to what extent outcomes in participants’ own terms are similar to concepts in the questionnaire and (b) whether changes measured by both methods are similar. Interview results are used to assess (c) which elements of the intervention contribute to outcomes. Findings suggest that questionnaires offer clear benefits as standardized measurement of facilitated modelling outcomes. DEWEY : 001.424 ISSN : 0160-5682 En ligne : http://www.palgrave-journals.com/jors/journal/v62/n5/abs/jors201078a.html

Does the Balanced Scorecard make a difference to the strategy development process? / Tapinos, E. in Journal of the operational research society (JORS), Vol. 62 N° 5 special issue (Mai 2011) 

Public ISBD [article]  in Journal of the operational research society (JORS) > Vol. 62 N° 5 special issue (Mai 2011) . - pp. 888–899 Titre : Does the Balanced Scorecard make a difference to the strategy development process? Type de document : texte imprimé Auteurs : Tapinos, E., Auteur ; Dyson, R. G., Auteur ; Meadows, M., Auteur Année de publication : 2011 Article en page(s) : pp. 888–899 Note générale : Recherche opérationnelle Langues : Anglais (eng) Mots-clés : Strategy  development  process  Performance  measurement/management  Balanced  scorecard  Survey Index. décimale : 001.424 Résumé : A great number of strategy tools are being taught in strategic management modules. These tools are available to managers for use in facilitating strategic decision making and enhancing the strategy development process in their organisations. A number of studies have been published examining which are the most popular tools; however there is little empirical evidence on how their utilisation influences the strategy process. This paper is based on a large scale international survey on the strategy development process, and seeks to examine the impact of a particular strategy tool, the Balanced Scorecard (BSC), upon the strategy process. Recently, it has been suggested that as a strategy tool, the BSC can influence all elements of the strategy process. The results of this study indicate that although there are significant differences in some elements of the strategy process between the organisations that have implemented the BSC and those that have not, the impact is not comprehensive. DEWEY : 001.424 ISSN : 0160-5682 En ligne : http://www.palgrave-journals.com/jors/journal/v62/n5/abs/jors201099a.html [article] Does the Balanced Scorecard make a difference to the strategy development process? [texte imprimé] / Tapinos, E., Auteur ; Dyson, R. G., Auteur ; Meadows, M., Auteur . - 2011 . - pp. 888–899. Recherche opérationnelle Langues : Anglais (eng) in Journal of the operational research society (JORS) > Vol. 62 N° 5 special issue (Mai 2011) . - pp. 888–899 Mots-clés : Strategy  development  process  Performance  measurement/management  Balanced  scorecard  Survey Index. décimale : 001.424 Résumé : A great number of strategy tools are being taught in strategic management modules. These tools are available to managers for use in facilitating strategic decision making and enhancing the strategy development process in their organisations. A number of studies have been published examining which are the most popular tools; however there is little empirical evidence on how their utilisation influences the strategy process. This paper is based on a large scale international survey on the strategy development process, and seeks to examine the impact of a particular strategy tool, the Balanced Scorecard (BSC), upon the strategy process. Recently, it has been suggested that as a strategy tool, the BSC can influence all elements of the strategy process. The results of this study indicate that although there are significant differences in some elements of the strategy process between the organisations that have implemented the BSC and those that have not, the impact is not comprehensive. DEWEY : 001.424 ISSN : 0160-5682 En ligne : http://www.palgrave-journals.com/jors/journal/v62/n5/abs/jors201099a.html

Supporting the strategy process: a survey of UK OR/MS practitioners / O'Brien, F. in Journal of the operational research society (JORS), Vol. 62 N° 5 special issue (Mai 2011) 

Public ISBD [article]  in Journal of the operational research society (JORS) > Vol. 62 N° 5 special issue (Mai 2011) . - pp. 900–920 Titre : Supporting the strategy process: a survey of UK OR/MS practitioners Type de document : texte imprimé Auteurs : O'Brien, F., Auteur Année de publication : 2011 Article en page(s) : pp. 900–920 Note générale : Recherche opérationnelle Langues : Anglais (eng) Mots-clés : Strategy  Practice  of  OR  Survey Index. décimale : 001.424 Résumé : This paper reports the results of an online survey conducted with practitioner members of the UK Operational Research (OR) Society. The purpose of the survey was to explore the current practice of supporting the strategy process in terms of activities supported and tools used. The results of the survey are compared to those of previous surveys to explore developments in, inter alia, the use of management/strategy tools and ‘soft’ Operational Research/Management Science (OR/MS) tools. The survey results demonstrate that OR practitioners actively support the strategy process within their organisations. While a wide variety of tools, drawn from the OR/MS and management/strategy fields, are used to support the strategy process within organisations, the findings suggest that soft OR/MS tools are not regularly used. The findings also demonstrate that tools are combined to support the strategy process from both within and across the OR/MS and management/strategy fields. The paper ends by identifying a number of areas for further research. DEWEY : 001.424 ISSN : 0160-5682 En ligne : http://www.palgrave-journals.com/jors/journal/v62/n5/abs/jors20112a.html [article] Supporting the strategy process: a survey of UK OR/MS practitioners [texte imprimé] / O'Brien, F., Auteur . - 2011 . - pp. 900–920. Recherche opérationnelle Langues : Anglais (eng) in Journal of the operational research society (JORS) > Vol. 62 N° 5 special issue (Mai 2011) . - pp. 900–920 Mots-clés : Strategy  Practice  of  OR  Survey Index. décimale : 001.424 Résumé : This paper reports the results of an online survey conducted with practitioner members of the UK Operational Research (OR) Society. The purpose of the survey was to explore the current practice of supporting the strategy process in terms of activities supported and tools used. The results of the survey are compared to those of previous surveys to explore developments in, inter alia, the use of management/strategy tools and ‘soft’ Operational Research/Management Science (OR/MS) tools. The survey results demonstrate that OR practitioners actively support the strategy process within their organisations. While a wide variety of tools, drawn from the OR/MS and management/strategy fields, are used to support the strategy process within organisations, the findings suggest that soft OR/MS tools are not regularly used. The findings also demonstrate that tools are combined to support the strategy process from both within and across the OR/MS and management/strategy fields. The paper ends by identifying a number of areas for further research. DEWEY : 001.424 ISSN : 0160-5682 En ligne : http://www.palgrave-journals.com/jors/journal/v62/n5/abs/jors20112a.html

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