Soft OR in China: A critical report

Li, Ya; Zhu, Zhichang

Abstract

As China's reform steps into the 'deep water zone' where value complexity becomes paramount, general-purpose decision-making aids such as Operational Research (OR) are increasingly confronted with the challenge of dealing with interest conflicts. However, due to historical events and institutional circumstances, OR in China to date is largely constrained by a technocratic approach which is not fit for purpose. Encouragingly, recent OR innovations inside China signify a conscious move to embrace value plurality and tackle social conflicts. OR is not merely a neutral tool for solving technical problems, but a world-building discourse that shapes society. The future of OR, particularly Soft OR, in China will be determined by whether OR workers are willing and capable to act as institutional entrepreneurs promoting scientific and democratic decision-making that deepens the reform toward an open, just and prosperous society. The implications go beyond the OR community and China's borders. © 2013 Elsevier B.V. All rights reserved.

Citation

Li, Y., & Zhu, Z. (2014). Soft OR in China: A critical report. European journal of operational research, 232(3), 427-434. https://doi.org/10.1016/j.ejor.2013.04.035

• Journal Article Type: Review
• Acceptance Date: Apr 17, 2013
• Online Publication Date: Apr 27, 2013
• Publication Date: Feb 1, 2014
• Deposit Date: Nov 13, 2014
• Publicly Available Date: Nov 23, 2017
• Journal: European journal of operational research
• Print ISSN: 0377-2217
• Publisher: Elsevier
• Peer Reviewed: Peer Reviewed
• Volume: 232
• Issue: 3
• Pages: 427-434
• DOI: https://doi.org/10.1016/j.ejor.2013.04.035
• Keywords: REF 2014 submission, OR in societal problem analysis, Soft OR, China reform, Value complexity, Historical–institutional analysis
• Public URL: https://hull-repository.worktribe.com/output/470890
• Publisher URL: http://www.sciencedirect.com/science/article/pii/S0377221713003494
• Additional Information: Author's accepted manuscript of article published in: European journal of operational research, 2013, v.232, issue 3