Strategic Operations Research and the Edelman Prize Finalist Applications 1989--1998

Peter C. Bell (), Chris K. Anderson () and Stephen P. Kaiser ()
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Peter C. Bell: Richard Ivey School of Business, London, Ontario, Canada N6A 3K7
Chris K. Anderson: Richard Ivey School of Business, London, Ontario, Canada N6A 3K7
Stephen P. Kaiser: Richard Ivey School of Business, London, Ontario, Canada N6A 3K7

Operations Research, 2003, vol. 51, issue 1, 17-31

Abstract: In an earlier study we examined the available evidence on the Edelman Prize finalist applications 1989--1998. This study concluded that 13 of the 42 private sector applications provide examples of strategic operations research (SOR) when SOR is defined as operations research that creates a sustainable competitive advantage. In a follow-up study we tested our classifications, gathering longitudinal information on the continued success of the Edelman applications. We contacted people who were familiar with all the private sector applications that were Edelman finalists 1989--1996 and had at least five years of history since the competition. We describe the post-Edelman history of these applications and use this data to reassess their strategic role. We found that the longitudinal data provides evidence to support our original classification, but also suggests that several additional applications were more strategic than was originally apparent. We conclude that almost 60% (20 of 34) of these applications created a sustainable competitive advantage for their firms and provide examples of SOR.

Keywords: Organizational studies; strategy: sustaining a competitive advantage through operations research (search for similar items in EconPapers)
Date: 2003
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Citations: View citations in EconPapers (4)

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