The Implementation of Management Science: The Gap and its Closure

Abstract

Operations researchers and management scientists develop many techniques which could improve management practice. Few of these promising innovations are implemented. In this paper, a model is developed to explain this ‘implementation gap’ based on (1) attitudinal differences (a motivation gap) between change agents (operations researchers and management scientists) and managers, and (2) the differences between desired and available resources for implementation (a feasibility gap). Strategies for closing this gap are also discussed.

Citation

Dunbar, R.L.M. and Vertinsky, I. (1978), "The Implementation of Management Science: The Gap and its Closure", Management Research News, Vol. 1 No. 4, pp. 4-5. https://doi.org/10.1108/eb027710