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Professor Stewart Robinson BSc (Lancaster), PhD (Lancaster)

Photo of Professor Stewart Robinson

Professor of Management Science

Simulation practice; discrete-event simulation; system dynamics; agent-based modelling

Stewart Robinson holds an honours degree in Management Science (Operational Research) (1985) and a PhD in Management Science (1998), both from Lancaster University.  He is a Fellow of the Operational Research Society.

Stewart started his career as a business analyst for a shoe retailing company and then as a consultant with ISTEL (now Lanner Group).  During this time he gained much experience in performing and supporting simulation studies with a wide range of organisations.

In 1992, Stewart moved to Aston Business School where he lectured in Operations and Information Management.  Stewart then spent 13 years at Warwick Business School (1998-2011), from 2005 as Professor of Operational Research.  He held various roles during his time at Warwick including: Academic Director of the Executive MBA Programme, Course Director for the MSc in Management Science and Operational Research, Associate Dean for Specialist Masters Programmes, and Head of the Operational Research and Management Sciences Group.

Stewart joined Loughborough University in July 2011 as Professor of Management Science and Associate Dean Research (2012-2015).  Stewart has been Dean of the School of Business and Economics since 2015. He has led ambitious plans that have developed the School’s programmes at undergraduate, postgraduate and post-experience levels, improved research performance, and taken forward the School’s enterprise agenda.

See Stewart's website  for more details on his career, research interests, publications and projects.

Stewart’s research focuses on simulation methods: discrete-event simulation, system dynamics and agent-based simulation.  He carries out research on the practice of simulation with a particular interest in: the verification and validation of simulation models, conceptual modelling, output analysis, comparing simulation methods, modelling human decision-making in simulations, and using simulation as a facilitative tool.

Specific contributions that Stewart has made include:

  • Developing a conceptual modelling framework for discrete-event simulation.
  • Investigation of the initial transient problem in simulations: development of an algorithm using statistical process control and in-depth investigation of the MSER truncation heuristic.
  • Development of an automated algorithm for advising on the number of replications for simulation experimentation; this algorithm has been implemented in the SIMUL8 software.
  • Comparing the approaches of modellers using discrete-event simulation and system dynamics.
  • Use of discrete-event simulation in a facilitated modelling environment.
  • Development of research in behavioural operational research with discrete-event simulation.

Recent work has focussed on exploring the response of Operational Research to the burgeoning field of Analytics.

Stewart’s work is published in journals such as: Journal of the Operational Research Society, European Journal of Operational Research, Simulation Transactions, Simulation Practice and Theory, and Journal of Simulation.  He is author/co-author of six books on simulation including the text Simulation: The Practice of Model Development and Use, 2nd ed. (Palgrave, 2014).

  • President of the Operational Research Society (2014-15)
  • Co-founder of the Journal of Simulation
  • Co-founder and member of the Advisory Board for the OR Society Simulation Workshop conference series
  • Member of the Winter Simulation Conference Board (OR Society representative)
  • Member of the Council of the Chartered Association of Business Schools (2019 - )
  • Peer reviewer for EQUIS and AACSB accreditations

Among the organisations with which Stewart has worked are: BT, BP, British Airways, Ford Motor Company, Jaguar Cars, The National Audit Office, The National Health Service and Sellafield

  • Jin, H., Tappenden, P., MacCabe, J.H., ROBINSON, S. and Byford, S. (2020). Evaluation of the Cost-Effectiveness of Services for Schizophrenia across the Entire Care Pathway in a Single Whole-Disease Model. Jama Network Open. 3(5): e205888. doi:10.1001/jamanetworkopen.2020.5888 
  • ROBINSON, S. (2019). Conceptual Modelling for Simulation: Progress and Grand Challenges. Journal of Simulation, 14 (1), pp. 1-20. DOI: 10.1080/17477778.2019.1604466 
  • Mortenson, M.J., Doherty, N.F. and ROBINSON, S. (2019). Creating a Typology of Analytics Master’s Degrees in UK Universities: Implications for Employers and Educators.  Journal of the Operational Research Society, 71 (9), pp. 1327-1346. doi.org/10.1080/01605682.2019.1605468 
  • McHaney, R., Tako, A.A. and ROBINSON, S. (2018). Using LIWC to Choose Simulation Approaches: A Feasibility Study. Decision Support Systems, 111, pp. 1-12. DOI: 10.1016/j.dss.2018.04.002 
  • Monks, T., Currie, C., Onggo, B.S., ROBINSON, S., Kunc, M. and Taylor, S.J.E. (2018).  Strengthening the Reporting of Empirical Simulation Studies: Introducing the STRESS Guidelines. Journal of Simulation, 13 (1), pp. 55-67. (OPEN ACCESS) DOI: 10.1080/17477778.2018.1442155 
  • ROBINSON, S., Dimitriou, S. and Kotiadis, K. (2017). Addressing the Sample Size Problem in Behavioural Operational Research: Simulating the Newsvendor Problem. Journal of the Operational Research Society, 68(3), pp. 253-268.  DOI: 10.1057/s41274-016-0016-3 
  • Gogi, A., Tako, A.A. and ROBINSON. S. (2016). An Experimental Investigation into the Role of Simulation Models in Generating Insights. European Journal of Operational Research, 249 (3), pp. 931-944. DOI: 10.1016/j.ejor.2015.09.042 
  • Monks, T., ROBINSON, S. and Kotiadis, K. (2016) Can involving clients in simulation studies help them solve their future problems? A transfer of learning experiment. European Journal of Operational Research, 249 (3), pp. 919-930. (OPEN ACCESS) https://doi.org/10.1016/j.ejor.2015.08.037 
  • Mortenson, M.J., Doherty, N.F. and ROBINSON, S. (2015). Operational Research from Taylorism to Terabytes: A Research Agenda for the Analytics Age. European Journal of Operational Research. 241, pp. 583-595. DOI: 10.1016/j.ejor.2014.08.029. (OPEN ACCESS) 
  • Monks, T. ROBINSON, S. and Kotiadis, K. (2014). Learning from Discrete-Event Simulation: Exploring the High Involvement Hypothesis. European Journal of Operational Research, 235 (1), pp. 195–205. http://dx.doi.org/10.1016/j.ejor.2013.10.003 
  • ROBINSON, S., Worthington, C., Burgess, N. and Radnor, Z.J. (2014).  Facilitated Modelling with Discrete-Event Simulation: Reality or Myth? European Journal of Operational Research, 234, pp. 231–240. doi: 10.1016/j.ejor.2012.12.024