Abstract
The relevance of stakeholder behavior is widely acknowledged in operational research. However, the specific line of reasoning behind involving stakeholder behavior often remains implicit. This is problematic as there are very different reasons with important implications for the design and implementation for operation research studies. To support transforming the currently often unconscious capability of addressing stakeholder behavior in operational research into a more conscious one, this chapter expands on four different motives: improving decision quality, building consensus, improving relationships, and the intrinsic value of involving stakeholders. For each of these four motives the implications are discussed for how to involve stakeholders, and which stakeholders to involve.
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de Gooyert, V. (2020). Stakeholder Behavior in Operational Research: Connecting the Why, Who, and How of Stakeholder Involvement. In: White, L., Kunc, M., Burger, K., Malpass, J. (eds) Behavioral Operational Research. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-030-25405-6_12
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DOI: https://doi.org/10.1007/978-3-030-25405-6_12
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