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dc.contributor.authorFerretti, Valentina
dc.contributor.authorPluchinotta, Irene
dc.contributor.authorTsoukiàs, Alexis
dc.date.accessioned2019-07-11T08:51:16Z
dc.date.available2019-07-11T08:51:16Z
dc.date.issued2019
dc.identifier.issn0377-2217
dc.identifier.urihttps://basepub.dauphine.fr/handle/123456789/19225
dc.language.isoenen
dc.subject(D) Decision processesen
dc.subjectPolicy analyticsen
dc.subjectDecision analysisen
dc.subjectPolicy designen
dc.subject.ddc003en
dc.titleStudying the generation of alternatives in public policy making processesen
dc.typeArticle accepté pour publication ou publié
dc.description.abstractenThe design of alternatives is an essential part of decision making that has been less studied in theory and practice compared to alternatives’ evaluation. This topic is particularly relevant in the context of public policy making, where policy design represents a crucial step of the policy cycle since it determines the quality of the alternative policies being considered. This paper attempts to formalise the decision aiding process in two real interventions dealing with alternatives’ generation for territorial policy making in Italy. The aim of this research is to understand what generates novelty within the alternatives’ design phase of a decision aiding process, i.e. what allows to expand the solution space and discover new alternatives to solve the problem under consideration. It demonstrates ways in which novelty in decision processes can be supported by Operational Research/Multicriteria Decision Aiding tools. The two case studies are used to answer the following questions: (i) Why have new alternatives arose during the policy making process? (ii) How have they been generated? (iii) Which consequences did they lead to? and (iv) What generated novelty in the process? The results highlight two main reasons that can expand the solution space within a decision aiding process: (i) dissatisfaction (of the client, of the analyst or of the relevant stakeholders, especially when dealing with public policies) with respect to the solutions currently proposed to the decision making problem and (ii) opportunity for a change in one of the variables/constraints.en
dc.relation.isversionofjnlnameEuropean Journal of Operational Research
dc.relation.isversionofjnlvol273en
dc.relation.isversionofjnlissue1en
dc.relation.isversionofjnldate2019-02
dc.relation.isversionofjnlpages353-363en
dc.relation.isversionofdoi10.1016/j.ejor.2018.07.054en
dc.relation.isversionofjnlpublisherElsevieren
dc.subject.ddclabelRecherche opérationnelleen
dc.relation.forthcomingnonen
dc.relation.forthcomingprintnonen
dc.description.ssrncandidatenonen
dc.description.halcandidateouien
dc.description.readershiprechercheen
dc.description.audienceInternationalen
dc.relation.Isversionofjnlpeerreviewedouien
dc.relation.Isversionofjnlpeerreviewedouien
dc.date.updated2019-07-11T08:43:29Z
hal.person.labIds243308
hal.person.labIds989
hal.person.labIds989
hal.identifierhal-02179749*


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