All Stories

  1. Taking a Holistic Exploration of the Project Life Cycle in Public–Private Partnerships
  2. Houston, we have a problem! Understanding the tensions between quality and safety in construction
  3. In defence of Soft OR: Reflections on teaching Soft OR
  4. The costs of rework: insights from construction and opportunities for learning
  5. The praxis of stupidity: an explanation to understand the barriers mitigating rework in construction
  6. Toward a Systemic View to Cost Overrun Causation in Infrastructure Projects: A Review and Implications for Research
  7. Making Sense of Rework Causation in Offshore Hydrocarbon Projects
  8. Systemic risk elicitation: Using causal maps to engage stakeholders and build a comprehensive view of risks
  9. ‘Joined-Up’ Policy-Making: Group Decision and Negotiation Practice
  10. Problem structuring: on the nature of, and reaching agreement about, goals
  11. Problem structuring methods ‘in the Dock’: Arguing the case for Soft OR
  12. Mixing OR methods in practice: Past, present and future directions
  13. Getting “Messy” with Problems: The Challenges of Teaching “Soft” OR
  14. ScriptsMap: A tool for designing multi-method policy-making workshops
  15. Managerial processes: business process that sustain performance
  16. Strategic Management of Stakeholders: Theory and Practice
  17. Using a group decision support system to add value to group model building
  18. Managerial processes: an operations management perspective towards dynamic capabilities
  19. Special Issue on ‘Advances in Designing Group Decision and Negotiation Processes’
  20. Strategic Options Development and Analysis
  21. Competences, distinctive competences, and core competences
  22. The Role of Group Decision Support Systems: Negotiating Safe Energy
  23. Delay and Disruption in Complex Projects
  24. Delay and Disruption in Complex Projects
  25. Mapping causal knowledge: How managers consider their environment during meetings
  26. Negotiation in Strategy Making Teams: Group Support Systems and the Process of Cognitive Change
  27. Building confidence in models for multiple audiences: The modelling cascade
  28. Putting the Resource‐Based View of Strategy and Distinctive Competencies to Work in Public Organizations
  29. Linking event thinking with structural thinking: methods to improve client value in projects
  30. Using Causal Mapping with Group Support Systems to Elicit an Understanding of Failure in Complex Projects: Some Implications for Organizational Research
  31. GSS for Multi-Organizational Collaboration: Reflections on Process and Content
  32. Introduction to the Special Issue: International Perspectives in Group Decision & Negotiation Research
  33. Analysing project cost overruns: comparing the “measured mile” analysis and system dynamics modelling
  34. Cognitive mapping expert views for policy analysis in the public sector
  35. Structuring a delay and disruption claim: An application of cause-mapping and system dynamics
  36. Technology-driven and model-driven approaches to group decision support: focus, research philosophy, and key concepts
  37. A Mapping Framework for Strategy Making
  38. Dismantling the learning curve: the role of disruptions on the planning of development projects
  39. Integrated Support from Problem Structuring through to Alternative Evaluation Using COPE and V·I·S·A
  40. Integrated Support from Problem Structuring through to Alternative Evaluation Using COPE and V·I·S·A
  41. Modeling for Litigation: Mixing Qualitative and Quantitative Approaches
  42. Editorial
  43. Contrasting GDSSs and GSSs in the Context of Strategic Change Implications for Facilitation
  44. COPE — ing with V·I·S·A — Integrated Support from Problem Structuring through to Alternative Evaluation
  45. “Horses for courses”: A stakeholder approach to the evaluation of GDSSs
  46. “Horses for courses”: A stakeholder approach to the evaluation of GDSSs
  47. Groupware: Business Success with Computer Supported Cooperative Working.
  48. “Horses for Courses”: A Stakeholder Approach to the Evaluation of GDSSs
  49. Participants' perceptions on the role of facilitators using Group Decision Support Systems
  50. Participants' perceptions on the role of facilitators using Group Decision Support Systems
  51. The Effects of Design Changes and Delays on Project Costs
  52. The Effects of Design Changes and Delays on Project Costs
  53. Vicious circles of parallelism
  54. Issues in computer and non-computer supported GDSSs
  55. Managing Corporate Knowledge Experiences with SODA and V·I·S·A
  56. Evaluating Strategy-Its Role within the Context of Strategic Control
  57. Evaluating Strategy–Its Role Within the Context of Strategic Control
  58. Evaluating Strategy — Its Role Within the Context of Strategic Control
  59. The Role of Decision Support in Individual Performance Review
  60. Strategic direction through burning issues
  61. THE ANALYSIS OF CAUSE MAPS
  62. Quality Assurance and Improvement: The Role of Strategy Making
  63. Building Knowledge-Based Systems -- Towards a Methodology
  64. Moving between Groups and Individuals using a DSS
  65. Using Causal Mapping to Support Information Systems Development