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Considerations regarding the formulation of the organisational strategy through simulation techniques

Author

Listed:
  • Philippe Duez

    (LEM - Lille - Economie et Management - Université de Lille, Sciences et Technologies - CNRS - Centre National de la Recherche Scientifique)

  • I. Radu
  • C. Sendroiu
  • M. Cioc

Abstract

The complexity, dimension and the scope of the economic problems specific to the correct development of organisational strategie require, on the one hand, the structuring and systematisation of their entire simulation activity in view of solving them. On the other hand, they require the adequacy of a relative independence resulted from the very nature of thinking, personality and professional education of those who wants to promote a certain type of organisational strategy. In other words, we can consider that the stages of creating a strategy simulation, although they are not compulsory, they cannot be entirely neglected, because there is minimum number of stages and sub-stages for which the optional character is not permitted. The entire decisional simulation cycle of a strategy obeys the three research levels: analysis, designing and management of the simulation activity.
(This abstract was borrowed from another version of this item.)

Suggested Citation

  • Philippe Duez & I. Radu & C. Sendroiu & M. Cioc, 2009. "Considerations regarding the formulation of the organisational strategy through simulation techniques," Post-Print hal-00802916, HAL.
    • Handle: RePEc:hal:journl:hal-00802916
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    References listed on IDEAS

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    1. Nelson P. Repenning, 2002. "A Simulation-Based Approach to Understanding the Dynamics of Innovation Implementation," Organization Science, INFORMS, vol. 13(2), pages 109-127, April.
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    More about this item

    JEL classification:

    • C00 - Mathematical and Quantitative Methods - - General - - - General
    • D29 - Microeconomics - - Production and Organizations - - - Other

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