Paper Info
Title
Integrating quantitative and qualitative forecasting approaches: organizational learning in an action research case
Abstract
This article examines the integration of quantitative and judgmental forecasting, focusing on the implementation process and its impacts on the organization. To this end, the study is based on an action research case study in the cement industry. Empirical evidence highlights the critical change management issues that need to be dealt with to implement an integrated forecasting system. The implementation phase needs to be carried out carefully to gain acceptance within the organization and to provide the best results. In addition, the forecasting process and organization need to be aligned to allow a two-way flow of information from the periphery to the centre and vice versa to allow the integration of the two approaches. In this way, not only can forecasting accuracy be improved, but better knowledge and consensus within the organization can also be achieved. Journal of the Operational Research Society (2011) 62, 413-424. doi:10.1057/jors.2010.142 Published online 13 October 2010
Year
DOI
Venue
2011
10.1057/jors.2010.142
JORS
Keywords
Field
DocType
investment,reliability,location,inventory,information technology,project management,information systems,scheduling,action research,management science,communications technology,computer science,forecasting,operations research,operational research,organizational learning,marketing,logistics,production
Information system,Change management,Information flow (information theory),Demand forecasting,Computer science,Organizational learning,Action research,Business model,Operations management,Project management
Journal
Volume
Issue
ISSN
62
3
0160-5682
Citations 
PageRank 
References 
4
0.48
6
Authors
3
Name
Order
Citations
PageRank
Federico Caniato1101.44
Matteo Kalchschmidt291.37
Stefano Ronchi381.99