operations research, academic libraries, organization decision-making
Operations research entered the library scene in the 1960s and '70s, and has attracted much interest from librarians. This paper examines the assumptions made by selected operations researchers concerning organizational decision-making in academic libraries. The assumptions then are compared to Richard L. Daft's contingency framework of organizational decision-making to determine the appropriateness of applying operations research assumptions and methods to organizational decision-making in an academic library setting. A review of the operations researchers' assumptions and Daft's framework suggests that the operations research approach may be appropriately applied to only a relatively narrow category of problems in academic libraries that match the stated assumptions. There are many other important academic library problems that are not well adapted to the operations researchers' craft.
Original Publication Citation
Dahlin, T. C."Operations Research and Organizational Decision-Making in Academic Libraries." Collection Management 14.3/4 (1991): 49-6.
BYU ScholarsArchive Citation
Dahlin, Therrin C., "Operations Research and Organizational Decision-Making in Academic Libraries" (1991). Faculty Publications. 1184.
The Haworth Press, Inc.
Harold B. Lee Library
© 1991 The Haworth Press, Inc., Binghamton NY, Collection Development,""Operations Research and Organizational Decision-Making in Academic Libraries." 14.3/4 (1991): 49-60. Article copies available from The Haworth Document Delivery Service: 1-800-HAWORTH. E-mail address: email@example.com
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