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Using SSM to structure the identification of inputs and outputs in DEA

Author

Listed:
  • J Mingers

    (University of Kent)

  • W Liu

    (University of Kent)

  • W Meng

    (Institute of Policy and Management, Chinese Academy of Sciences)

Abstract

This paper reports on an innovative combination of hard and soft methods—soft systems methodology (SSM) with data envelopment analysis (DEA). Problems in defining and agreeing appropriate inputs and outputs for DEA led to the use of SSM as a way or producing a comprehensive and systemic database of performance indicators. The contributions of the paper are: the use of SSM to improve DEA specifications; conceptual clarifications within both SSM and DEA; and an innovative example of multimethodology. These developments are illustrated through a study evaluating the performance of the basic research institutes of the Chinese Academy of Sciences.

Suggested Citation

  • J Mingers & W Liu & W Meng, 2009. "Using SSM to structure the identification of inputs and outputs in DEA," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 60(2), pages 168-179, February.
    • Handle: RePEc:pal:jorsoc:v:60:y:2009:i:2:d:10.1057_palgrave.jors.2602542
    DOI: 10.1057/palgrave.jors.2602542
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    References listed on IDEAS

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    Cited by:

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    2. Santos, Sérgio P. & Belton, Valerie & Howick, Susan & Pilkington, Martin, 2018. "Measuring organisational performance using a mix of OR methods," Technological Forecasting and Social Change, Elsevier, vol. 131(C), pages 18-30.
    3. Hämäläinen, Raimo P. & Luoma, Jukka & Saarinen, Esa, 2013. "On the importance of behavioral operational research: The case of understanding and communicating about dynamic systems," European Journal of Operational Research, Elsevier, vol. 228(3), pages 623-634.
    4. Yang, Guo-liang & Rousseau, Ronald & Yang, Li-ying & Liu, Wen-bin, 2014. "A study on directional returns to scale," Journal of Informetrics, Elsevier, vol. 8(3), pages 628-641.
    5. A Ishizaka & D Balkenborg & T Kaplan, 2011. "Influence of aggregation and measurement scale on ranking a compromise alternative in AHP," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 62(4), pages 700-710, April.
    6. Liu, Wenbin B. & Meng, Wei & Mingers, John & Tang, Ning & Wang, Wei, 2012. "Developing a performance management system using soft systems methodology: A Chinese case study," European Journal of Operational Research, Elsevier, vol. 223(2), pages 529-540.
    7. Samuel Osei-Nimo & Cindy Millman & Emmanuel Aboagye-Nimo, 2022. "The Interplay of Alcohol and Wellbeing in the Workplace: Combining Soft Systems Methodology and Foucauldian Approach," Systemic Practice and Action Research, Springer, vol. 35(6), pages 765-787, December.
    8. Ramin Sepehrirad & Ali Rajabzadeh & Adel Azar & Behrouz Zarei, 2017. "A Soft Systems Methodology Approach to Occupational Cancer Control Problem: a Case Study of the Ministry of Petroleum of Iran," Systemic Practice and Action Research, Springer, vol. 30(6), pages 609-626, December.
    9. Wang, Wei & Liu, Wenbin & Mingers, John, 2015. "A systemic method for organisational stakeholder identification and analysis using Soft Systems Methodology (SSM)," European Journal of Operational Research, Elsevier, vol. 246(2), pages 562-574.
    10. 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.
    11. Cronin, Karen & Midgley, Gerald & Jackson, Laurie Skuba, 2014. "Issues Mapping: A problem structuring method for addressing science and technology conflicts," European Journal of Operational Research, Elsevier, vol. 233(1), pages 145-158.

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