Difference between revisions of "The role of the public sector in introducing operations research/management science within developing countries"
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This article examines the role the public sector has played in introducing operations research/ management science (OR/MS) in developing countries. To this end, some of the difficulties in applying OR/MS within the environment of a developing country in general, and within their public sector in particular, are briefly discussed, and the first applications of OR/MS in some such countries are reviewed. In spite of the fact that the application of OR/MS in the public sector is generally more difficult than that in the private sector, it is shown that OR/MS has, in most cases, entered countries through the public sector. Possible reasons for this phenomenon are discussed and an assessment of the contribution of OR/MS to public sector decision-making is made. | This article examines the role the public sector has played in introducing operations research/ management science (OR/MS) in developing countries. To this end, some of the difficulties in applying OR/MS within the environment of a developing country in general, and within their public sector in particular, are briefly discussed, and the first applications of OR/MS in some such countries are reviewed. In spite of the fact that the application of OR/MS in the public sector is generally more difficult than that in the private sector, it is shown that OR/MS has, in most cases, entered countries through the public sector. Possible reasons for this phenomenon are discussed and an assessment of the contribution of OR/MS to public sector decision-making is made. | ||
| − | Link to material: http://onlinelibrary.wiley.com/doi/10.1002/pad.4230140306/abstract | + | |
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[[Category:General Articles]] | [[Category:General Articles]] | ||
Latest revision as of 05:13, 30 July 2019
This article examines the role the public sector has played in introducing operations research/ management science (OR/MS) in developing countries. To this end, some of the difficulties in applying OR/MS within the environment of a developing country in general, and within their public sector in particular, are briefly discussed, and the first applications of OR/MS in some such countries are reviewed. In spite of the fact that the application of OR/MS in the public sector is generally more difficult than that in the private sector, it is shown that OR/MS has, in most cases, entered countries through the public sector. Possible reasons for this phenomenon are discussed and an assessment of the contribution of OR/MS to public sector decision-making is made.
Link to material: http://onlinelibrary.wiley.com/doi/10.1002/pad.4230140306/abstract
