Mechanisms as boundary objects for connecting design with science in operations management research

Abstract

Substantial progress has been made toward connecting design with science in operations management (OM) studies. However, this connection appears to be lopsided, with much more emphasis on theory-to-practice than practice-to-theory in applications of design science (DS). This imbalance tends to impede theoretical progress. To mitigate this imbalance, this paper explores the notion of mechanisms as boundary objects between design and science. First, we outline the problem-solving cycle of DS and the research products it generates. Subsequently, we elaborate on mechanisms, mechanism-based explanations, and law-statements, and how these concepts inform the products of DS research. The argument then turns to how causal mechanisms can be inferred in the DS problem-solving cycle. Finally, we propose a framework for closing the self-reinforcing loop between science and design, which allows OM scholars to more effectively produce practical outputs as well as theoretical breakthroughs.