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INTRODUCING OR/MS INTO ORGANIZATIONS: NORMATIVE IMPLICATIONS OF SELECTED INDIAN EXPERIENCE *
Author(s) -
Mohan Lakshmi,
Bean Alden S.
Publication year - 1979
Publication title -
decision sciences
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.238
H-Index - 108
eISSN - 1540-5915
pISSN - 0011-7315
DOI - 10.1111/j.1540-5915.1979.tb00013.x
Subject(s) - normative , business , normative model of decision making , similarity (geometry) , marketing , operations management , industrial organization , economics , computer science , political science , law , artificial intelligence , image (mathematics)
There is considerable evidence that firms and institutions that have adopted and utilized operations research and related management sciences (OR/MS) experience severe internal disruptions and changes as the new technology is introduced. In some cases the reactions have been adverse enough to result in temporary rejection of the technology and a period of three to five years has been necessary for reintroduction of OR/MS. Such lags represent lost opportunities with attendant costs that firms and institutions can ill afford. There is obvious need to manage the introduction of OR/MS into organizations to minimize the inevitable resistances to change and to expedite institutional acceptance and practice. This paper presents a normative framework for this purpose based on four case studies of Indian implementation experience. The selected firms, which represent different sectors of industry, adopted different strategies for introduction and diffusion of OR/MS. The authors have noted several points of similarity between the Indian experience and the experience of U.S. organizations which indicate a fair measure of general validity for the proposed normative framework.