ON THE USABILITY OF QUANTITATIVE MODELING IN OPERATIONS STRATEGY DECISION-MAKING

Quantitative modelling seems admirably suited to help managers in thei r strategic decision making on operations management issues, but in pr actice models are rarely used for this purpose. Investigates the reaso ns why, based on a detailed cross-case analysis of six cases of modell ing-supported strategic decision making. In several of these cases, ef fective strategic decision making was achieved despite unfavourable te chnical contingencies, such as a lack of quantitative data, or low tan gibility of the issue at stake. This suggests that such technical cond itions cannot be crucial for effective model-based support. However, n o case was found where good overall results were achieved under advers e organizational conditions, such as low quality of communication betw een stakeholders during the modelling/decision-making process and low ownership with these stakeholders for the resulting model and its impl ications. This suggests that such organizational contingencies are ind eed crucial for effective model-based support. The modelling method de scribed achieved good communication and ownership by operating in proc ess-oriented consulting mode, where client participation in group mode l-building sessions played a central role.