Loughborough University
Leicestershire, UK
LE11 3TU
+44 (0)1509 263171
Loughborough University

Loughborough University Institutional Repository

Please use this identifier to cite or link to this item: https://dspace.lboro.ac.uk/2134/14641

Title: Problem structuring methods as intervention tools: reflections from their use with multi-organisational teams
Authors: Franco, L. Alberto
Keywords: Problem structuring methods
Organisational intervention
Multi-organisational teams
Group decisions and negotiation
Issue Date: 2009
Publisher: © Elsevier
Citation: FRANCO, L.A., 2009. Problem structuring methods as intervention tools: reflections from their use with multi-organisational teams. Omega- The International Journal of Management Science, 37 (1), pp. 193 - 203.
Abstract: Problem structuring methods (PSMs), also known as soft OR approaches, are most commonly employed with teams formed by members who tend to operate within an overall framework of authority and accountability, and most of whom have the ‘power to act’ on their recommendations. However, other PSM users include teams whose members are drawn from different organisational settings to work on a problem of common interest. The multi-organisational nature of such multi-organisational teams (MOTs) adds further complexity to the PSM modelling and facilitation processes by increasing the potential for conflict regarding the problem. In addition, members of MOTs tend not to operate within an overall framework of authority and accountability and, therefore, do not necessarily have full authority to commit themselves to their joint agreements. This paper reports on the design and application of a PSM-based methodology with three such groups, within the context of a multi-organisational collaboration in the UK construction industry. The paper reflects on the apparent success of the intervention, discusses the appropriateness of PSMs in this particular intervention context, as well as the generalisibility of the findings to other PSMs and/or multi-organisational contexts. Directions for the research and practice of PSMs with MOTs are also presented.
Description: This article was published in the serial Omega- The International Journal of Management Science [© Elsevier]. The definitive version is available at: http://dx.doi.org/10.1016/j.omega.2006.08.001
Version: Accepted for publication
DOI: 10.1016/j.omega.2006.08.001
URI: https://dspace.lboro.ac.uk/2134/14641
Publisher Link: http://dx.doi.org/10.1016/j.omega.2006.08.001
ISSN: 0305-0483
Appears in Collections:Published Articles (Business School)

Files associated with this item:

File Description SizeFormat
OMEGA06_afpaper_finalversion.pdf125.29 kBAdobe PDFView/Open

 

SFX Query

Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.