Leroy White is Professor of Operational Research at the University of Warwick, UK. His main research interests are management science/operational research, problem structuring methods, social network analysis, strategic partnerships, large group decision-making.Martin Kunc is Professor of Management Science, Southampton Business School, University of Southampton, UK. His interests are in behavioural decision making, system dynamics modelling and strategic management.Katharina Burger is a Lecturer in the Operations and Management Science Group at the University of Bristol, UK. Her main research interests are sustainable urban transitions, participatory methods and theories of practice.Jonathan Malpass is a Principal Researcher in the Behavioural, Organisational and System Science group at BT. His research focuses on the impact of change on both employees and customers.

• Chapter 1: Behavioral Operations and Behavioral Operational Research: Similarities and Differences in Competences and Capabilities.- Chapter 2: Behavioural Implications of Demand Perception in Inventory Management.- Chapter 3: Behavioral Operational Research in Portfolio Selection.- Chapter 4: Feedback, Information Representation and Bidder Behavior in Electronic Auctions.- Chapter 5: Probability and beyond: including uncertainties in decision analysis.- Chapter 6: How to use ambiguity in problem understanding for enabling divergent thinking: integrating Problem Structuring Methods and Concept-Knowledge theory.- Chapter 7: Insights from an initial exploration of cognitive biases in spatial decisions.- Chapter 8: Modeling human behaviors in project management: Insights from the literature review.- Chapter 9: Exploring the machinery for calibrating optimism and realism in transformation programmes: a practical toolkit.- Chapter 10: The importance of human behaviour in practice: insights from the modelling cycle.- Chapter 11: Developing problem structuring capability: a practice-based view.- Chapter 12: Stakeholder behavior in operational research: Connecting the why, who, and how of stakeholder involvement.- Chapter 13: Lessons learned: Acquiring insights from non-operational research perspectives.- Chapter 14: The Merits of Transparent Models.- Chapter 15: Achieving a Balance between Behavioral Theory and Behavioral Practice in Transformation Projects.- Chapter 16: Conjoined capability, collective behavior and collaborative action: What’s the connection?.- Chapter 17: Behavioural Aspects of the New General Data Protection Regulation: A Consumer-centric Approach to Operations.- Chapter 18: How do we know anything? Philosophical issues in the collection and interpretation of operational research data.- Chapter 19: Future Directions.

Leroy White is Professor of Operational Research at the University of Warwick, UK. His main research interests are management science/operational research, problem structuring methods, social network analysis, strategic partnerships, large group decision-making.Martin Kunc is Professor of Management Science, Southampton Business School, University of Southampton, UK. His interests are in behavioural decision making, system dynamics modelling and strategic management.Katharina Burger is a Lecturer in the Operations and Management Science Group at the University of Bristol, UK. Her main research interests are sustainable urban transitions, participatory methods and theories of practice.Jonathan Malpass is a Principal Researcher in the Behavioural, Organisational and System Science group at BT. His research focuses on the impact of change on both employees and customers.

• Chapter 1: Behavioral Operations and Behavioral Operational Research: Similarities and Differences in Competences and Capabilities.- Chapter 2: Behavioural Implications of Demand Perception in Inventory Management.- Chapter 3: Behavioral Operational Research in Portfolio Selection.- Chapter 4: Feedback, Information Representation and Bidder Behavior in Electronic Auctions.- Chapter 5: Probability and beyond: including uncertainties in decision analysis.- Chapter 6: How to use ambiguity in problem understanding for enabling divergent thinking: integrating Problem Structuring Methods and Concept-Knowledge theory.- Chapter 7: Insights from an initial exploration of cognitive biases in spatial decisions.- Chapter 8: Modeling human behaviors in project management: Insights from the literature review.- Chapter 9: Exploring the machinery for calibrating optimism and realism in transformation programmes: a practical toolkit.- Chapter 10: The importance of human behaviour in practice: insights from the modelling cycle.- Chapter 11: Developing problem structuring capability: a practice-based view.- Chapter 12: Stakeholder behavior in operational research: Connecting the why, who, and how of stakeholder involvement.- Chapter 13: Lessons learned: Acquiring insights from non-operational research perspectives.- Chapter 14: The Merits of Transparent Models.- Chapter 15: Achieving a Balance between Behavioral Theory and Behavioral Practice in Transformation Projects.- Chapter 16: Conjoined capability, collective behavior and collaborative action: What’s the connection?.- Chapter 17: Behavioural Aspects of the New General Data Protection Regulation: A Consumer-centric Approach to Operations.- Chapter 18: How do we know anything? Philosophical issues in the collection and interpretation of operational research data.- Chapter 19: Future Directions.

Leroy White is Professor of Operational Research at the University of Warwick, UK. His main research interests are management science/operational research, problem structuring methods, social network analysis, strategic partnerships, large group decision-making.Martin Kunc is Professor of Management Science, Southampton Business School, University of Southampton, UK. His interests are in behavioural decision making, system dynamics modelling and strategic management.Katharina Burger is a Lecturer in the Operations and Management Science Group at the University of Bristol, UK. Her main research interests are sustainable urban transitions, participatory methods and theories of practice.Jonathan Malpass is a Principal Researcher in the Behavioural, Organisational and System Science group at BT. His research focuses on the impact of change on both employees and customers.

• Chapter 1: Behavioral Operations and Behavioral Operational Research: Similarities and Differences in Competences and Capabilities.- Chapter 2: Behavioural Implications of Demand Perception in Inventory Management.- Chapter 3: Behavioral Operational Research in Portfolio Selection.- Chapter 4: Feedback, Information Representation and Bidder Behavior in Electronic Auctions.- Chapter 5: Probability and beyond: including uncertainties in decision analysis.- Chapter 6: How to use ambiguity in problem understanding for enabling divergent thinking: integrating Problem Structuring Methods and Concept-Knowledge theory.- Chapter 7: Insights from an initial exploration of cognitive biases in spatial decisions.- Chapter 8: Modeling human behaviors in project management: Insights from the literature review.- Chapter 9: Exploring the machinery for calibrating optimism and realism in transformation programmes: a practical toolkit.- Chapter 10: The importance of human behaviour in practice: insights from the modelling cycle.- Chapter 11: Developing problem structuring capability: a practice-based view.- Chapter 12: Stakeholder behavior in operational research: Connecting the why, who, and how of stakeholder involvement.- Chapter 13: Lessons learned: Acquiring insights from non-operational research perspectives.- Chapter 14: The Merits of Transparent Models.- Chapter 15: Achieving a Balance between Behavioral Theory and Behavioral Practice in Transformation Projects.- Chapter 16: Conjoined capability, collective behavior and collaborative action: What’s the connection?.- Chapter 17: Behavioural Aspects of the New General Data Protection Regulation: A Consumer-centric Approach to Operations.- Chapter 18: How do we know anything? Philosophical issues in the collection and interpretation of operational research data.- Chapter 19: Future Directions.