Association of European Operational Research Societies
The Association of European Operational Research Societies (EURO) was formally constituted in 1976 as the first regional grouping within the International Federation of Operational Research Societies (IFORS). From the outset, EURO succeeded in enabling close cooperation between academics and practitioners across Europe. This paper shows how the Association has built on these foundations to adapt and grow, while maintaining its original aim of promoting Operational Research (OR) throughout Europe. 
 
 
Keywords: 
 
EURO; 
history
The european O.R. congresses : what are we doing?, where are we going?
Abstract The EURO K congresses become more scientific, as appears from a declining participant/paper ratio. International conferences of other international federations have higher ratios. Between two-thirds and three-quarters of the papers are theoretical, and come from universities. European congresses are dependent on a strong ‘home market’. Compared to North-America where there is about the same potential of OR/MS membership, the European market does not yet seem to be ‘saturated’. Medium-sized, central, high-income countries like Germany and France have relatively low shares, probably because of linguistic autarky. The East-European countries have a relatively low share as well. Compared to North-America, Europe suffers from formidable linguistic, economical and political barriers. But much can be gained by overcoming them. The EURO K congresses are expected to meet an increasing demand.
Complexity, Network-Decisions And Alternative Risk Premia: Some New Theories Of Structural Change And Portfolio Decisions.
Structural Change is the basis for many decisions such as government fiscal and monetary policies, government interventions, corporate-expenditure decisions, corporate strategic decisions, portfolio management decisions in finance; household allocation decisions, etc.. Structural change in industries and national economies is increasingly more difficult to detect partly because of the growth and dominance of Complex Systems and “Networks” in modern industries and economies – such Networks and Complex Systems include GVCs (global value chains), retail store networks; franchising networks; internet networks; services networks; credit-chains in industries; online social networks; etc.. The relationship between Complexity and Structural Change is well established in the physics, applied math and economic dynamics literatures. Traditional definitions and modeling of structural change have erroneously focused on changes in labor, technological progress, market share, and or capital – which are grossly inadequate in the new economy and post- global financial crisis (as confirmed by changes in the global retailing and housing industries and other industries). Also the modeling of structural change seems to be constrained by the availability of data, and often omits the relationship between structural change on one hand, and globalization, financial stability and international financial contagion. This article: i) introduces the Operations Strategy Model of structural change, explains how it differs from the Lewis Model of Structural Change; and explains the often omitted relationship between operations strategy (of companies and government agencies) and structural change; ii) introduces other new Complexity-based models/theories of Structural Change in industries; iii) reviews the relationships among Operations Research, Complexity and Structural Change; iv) explains the symbiotic relationship between structural change on one hand, and economic growth, financial stability, financial contagion and globalization; v) discusses the significant gap between academic research and practice and explains some issues and factors that should be considered in the development and testing of structural change models; vi) explains how alternative risk premia can be generated from new models of Structural Change.