A Survey of the Application of Quantitative Techniques to Production/Operations Management in Large Corporations.

Supply Chain Management: How The Curricula Of The Top Ten Undergraduate Universities Meet The Practitioners Knowledge Set

“…Other studies (Visich and Khumawala, 2006) uncover the disconnect between university programs targeted at entry level or trainee positions for undergraduates or MBAs while practitioner studies tend to focus on upper management. Studies by Davis (1974Davis ( , 1975, Green et al (1977), Wild (1984), and Berry and Lancaster (1992) all identify a dissonance between the academic preference for quantitative techniques versus the practitioner preference for quantitative concepts. In addition, employers frequently complain that graduates are lacking in softer skills -oral and written communication (Hwarng, B. and Teo, C., 2001).…”

Operations research in the Netherlands

“…For examples, see [1,2,4,6,7,9,11,13,18,19,24,25]. It seems as if especially Americans are fond of this approach.…”

“…Many written questionnaires used the Fortune list of largest firms for a mailing list. They had responses like 16% [6], 19% [18], 23% [24] or 16% [251.…”

“…For examples, see [3,5,7,9,10,11,13,14,15,16,20,21]. On the other hand, one finds papers describing the application of operations research methods, based on empirical research and it turns out that a certain country has been implied, usually, of course, the U.S.A. For examples, see [6,18,19,24,25].…”

Psychology Models of Management Accounting

“…2 For example, research on product pricing has shown that some firms estimate demand functions econometrically, other firms rely on managers' subjective judgments of the relation between product price and quantity, and still other firms use rules of thumb that base product pricing decisions on production costs or competitors' prices without explicitly considering demand (Blinder et al, 1998). The use of subjective decision making instead of or in addition to the use of quantitative techniques remains widespread, as indicated by surveys of practice over time and around the world (Green et al, 1977;Kathawala, 1988;Lam, 1993;Naudé et al, 1997;Francis and Minchington, 1999). 3 A 2008 survey of executives by Accenture indicates that 40% of major corporate decisions are subjective rather than based on quantitative techniques (Wailgum, 2009).…”