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The effects of using system dynamics-based decision support models: testing policy-makers’ boundaries in a complex situation

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  • Céline Bérard

    (UL2 - Université Lumière - Lyon 2, COACTIS - COnception de l'ACTIon en Situation - UL2 - Université Lumière - Lyon 2 - UJM - Université Jean Monnet - Saint-Étienne)

  • L.M., Cloutier

    (UQAM - Université du Québec à Montréal = University of Québec in Montréal)

  • Luc Cassivi

    (UQAM - Université du Québec à Montréal = University of Québec in Montréal)

Abstract

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Suggested Citation

  • Céline Bérard & L.M., Cloutier & Luc Cassivi, 2017. "The effects of using system dynamics-based decision support models: testing policy-makers’ boundaries in a complex situation," Post-Print hal-02128255, HAL.
    • Handle: RePEc:hal:journl:hal-02128255
    Note: View the original document on HAL open archive server: https://hal.science/hal-02128255
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    References listed on IDEAS

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    1. John Sterman, 2014. "Interactive web-based simulations for strategy and sustainability: The MIT Sloan LearningEdge management flight simulators, Part II," System Dynamics Review, System Dynamics Society, vol. 30(3), pages 206-231, July.
    2. Gary L. Lilien & Arvind Rangaswamy & Gerrit H. Van Bruggen & Katrin Starke, 2004. "DSS Effectiveness in Marketing Resource Allocation Decisions: Reality vs. Perception," Information Systems Research, INFORMS, vol. 15(3), pages 216-235, September.
    3. Abigail Oxley Green & Lynsey Hunton‐Clarke, 2003. "A typology of stakeholder participation for company environmental decision‐making," Business Strategy and the Environment, Wiley Blackwell, vol. 12(5), pages 292-299, September.
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    5. John D. Sterman, 1989. "Modeling Managerial Behavior: Misperceptions of Feedback in a Dynamic Decision Making Experiment," Management Science, INFORMS, vol. 35(3), pages 321-339, March.
    6. John Sterman, 2014. "Interactive web-based simulations for strategy and sustainability: The MIT Sloan LearningEdge management flight simulators, Part I," System Dynamics Review, System Dynamics Society, vol. 30(1-2), pages 89-121, January.
    7. Pieter J. Beers & Henny P. A. Boshuizen & Paul A. Kirschner & Wim H. Gijselaers, 2006. "Common Ground, Complex Problems and Decision Making," Group Decision and Negotiation, Springer, vol. 15(6), pages 529-556, November.
    8. Leischow, S.J. & Milstein, B., 2006. "Systems thinking and modeling for public health practice," American Journal of Public Health, American Public Health Association, vol. 96(3), pages 403-405.
    9. Trochim, W.M. & Cabrera, D.A. & Milstein, B. & Gallagher, R.S. & Leischow, S.J., 2006. "Practical challenges of systems thinking and modeling in public health," American Journal of Public Health, American Public Health Association, vol. 96(3), pages 538-546.
    10. Ulrich, Werner, 1987. "Critical heuristics of social systems design," European Journal of Operational Research, Elsevier, vol. 31(3), pages 276-283, September.
    11. Mingers, John & White, Leroy, 2010. "A review of the recent contribution of systems thinking to operational research and management science," European Journal of Operational Research, Elsevier, vol. 207(3), pages 1147-1161, December.
    12. Midgley, G., 2006. "Systemic intervention for public health," American Journal of Public Health, American Public Health Association, vol. 96(3), pages 466-472.
    13. Sterman, John D., 1989. "Misperceptions of feedback in dynamic decision making," Organizational Behavior and Human Decision Processes, Elsevier, vol. 43(3), pages 301-335, June.
    14. Ockie J. H. Bosch & Nam C. Nguyen & Takashi Maeno & Toshiyuki Yasui, 2013. "Managing Complex Issues through Evolutionary Learning Laboratories," Systems Research and Behavioral Science, Wiley Blackwell, vol. 30(2), pages 116-135, March.
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