UK System Dynamics Society

BIBLIOGRAPHY

System Dynamics UK Publications

We will list 10 to 12 key books, publicity available interesting articles and existing System Dynamics literature from the Chapter’s members. Please forward any suggestions via the contacts page.

  • Coyle, R. G. 1977. Management System Dynamics. New York: John Wiley & Sons.

Text emphasizing managerial modeling, with a focus on operations and examples including discrete elements.

  •  Coyle, R. G. 1996. System Dynamics Modelling. 1st Ed. Chapman & Hall: UK.

The book introduces a System Dynamics approach and brings readers to a level of technical competence at which they can build, analise and optimtise System Dynamics models of serious problems. The book describes the management problem which System Dynamics addresses and how it relates to top management concerns in business and government.

  •  Morecroft, J. D. W. 1984. Strategy Support Models. Strategic Management Journal 5 (3): 215-229.

Describes the use of models as participants in the ongoing dialogue among managers regarding strategy formation and evaluation. Emphasizes the processes for model development and use that enhance the utility of modeling in design of high-level corporate strategy.

  •  Wolstenholme, E. F. 1990. System Enquiry – A System Dynamics Approach. Chichester: John Wiley.

Describes a research methodology for building a system dynamics analysis. Emphasizes causal-loop diagramming, mapping of mental models, and other tools for qualitative system dynamics.

  •  Morecroft, J. D. W., D. C. Lane, & P. S. Viita. 1991. Modelling Growth Strategy in a Biotechnology Start-up Firm. System Dynamics Review 7 (2): 93-116.

Describes a case-study of a start-up in which system dynamics modeling helps to define a desirable growth strategy for the firm. The integrated model generated strategies that allowed different parts of the firm to choose consistent approaches.

  •  Warren, K. 2002. Competitve Strategy Dynamics.Chichester: John Wiley & Sons

“Senior Management is in urgent need of a practical, fact-based, but rigerous approach for understanding how their organizations function, interact with competitors and their market place, and deliver performance over time. The Strategy Dynamics approach offers a means for accomplishing this task, and building a more confident and prosperous path in the future.”

System Dynamics Articles

  • Morecroft, J. D. W. 1982. A Critical Review of Diagramming Tools for Conceptualizing Feedback System Models. Dynamica 8 (part 1): 20-29.

Critiques causal-loop diagrams and proposes subsystem and policy structure diagrams as superior tools for representing the structure of decisions in feedback models.

  •  Morecroft, J. D. W. 1984. Strategy Support Models. Strategic Management Journal 5 (3): 215-229.

Describes the use of models as participants in the ongoing dialogue among managers regarding strategy formation and evaluation. Emphasizes the processes for model development and use that enhance the utility of modeling in design of high-level corporate strategy.

  •  Morecroft, J. D. W., D. C. Lane, & P. S. Viita. 1991. Modelling Growth Strategy in a Biotechnology Startup Firm. System Dynamics Review 7 (2): 93-116.

Describes a case-study of a start-up in which system dynamics modeling helps to define a desirable growth strategy for the firm. The integrated model generated strategies that allowed different parts of the firm to choose consistent approaches.

  •  Morecroft, J. D. W. 1983. System Dynamics: Portraying Bounded Rationality. Omega 11 (2): 131-142.

SD models represent decision making as boundedly rational. Reviews and contrasts the concept of bounded rationality as developed by Herbert Simon. Uses Forrester’s Market Growth model to show how locally rational decision rules can interact to yield globally dysfunctional outcomes.

  • Morecroft, J. D. W. 1985. Rationality in the Analysis of Behavioral Simulation Models. Management Science 31 (7): 900-916.

Shows how the intended rationality of decision rules in SD models can be assessed, and how one analyzes a simulation model and output to understand the assumed bounds on rationality in dynamic models. A model of salesforce effort allocation is used to illustrate.