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System dynamics projects that failed to make an impact
Author(s) -
Größler Andreas
Publication year - 2007
Publication title -
system dynamics review
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.491
H-Index - 57
eISSN - 1099-1727
pISSN - 0883-7066
DOI - 10.1002/sdr.365
Subject(s) - originality , system dynamics , dynamics (music) , field (mathematics) , computer science , quality (philosophy) , phenomenon , management science , conceptual model , organizational dynamics , focus (optics) , process management , risk analysis (engineering) , engineering , business , sociology , political science , public relations , artificial intelligence , epistemology , qualitative research , mathematics , social science , pedagogy , philosophy , physics , database , pure mathematics , optics
The purpose of this paper is to discuss the phenomenon of why some system dynamics projects fail to generate substantial impact in organizations—despite the fact that they are based on an apparently valid system dynamics model and are conducted by experts in the field. The approach followed in the paper is a conceptual discussion, extended by two short case studies. Findings are that the quality of the model and the expertise of the modeler are necessary but not sufficient requirements for organizational impact. Further research should concentrate on the detailed analysis of additional requirements. Practical implications are an increased embedding of system dynamics projects in organizational intervention architectures. The originality of the paper lies in its focus and discussion of failed projects that are invaluable sources for insight generation. Copyright © 2007 John Wiley & Sons, Ltd.