Production and Operations Management最新文献

{"title":"EXPRESS: Rainbow Operations: Let’S Add LGBTQ+ Colors to “Doing Good with Good Operations”","authors":"Priyank Arora","doi":"10.1177/10591478241239007","DOIUrl":"https://doi.org/10.1177/10591478241239007","url":null,"abstract":"Scholars in management science and operations management (MS and OM) continue to make significant contributions to the notion of “doing good with good operations.” Impressively, the MS and OM literature has developed several pro-social sub-streams, such as healthcare operations, sustainability, and nonprofit operations; however, to the best of my knowledge, there are only two studies in the top MS and OM journals that mention LGBTQ+-related terms in their abstracts, keywords, or introductions (one appeared in 1989 and the other in 2021). The LGBTQ+ community is an integral part of society, and the field has significant potential to impact the lives of its members economically and socially. MS and OM scholars could pay greater attention to research problems at the interface of operational decision-making and the LGBTQ+ community, which I term “rainbow operations.” This study advances LGBTQ+ diversity, equity, and inclusion within the MS and OM literature by invoking several existing studies and showcasing how similar state-of-the-art techniques and tools can be used to answer interesting, rich, and impactful research questions concerning rainbow operations. I present motivating examples and supporting statistics, discuss related work by MS and OM scholars, and suggest several avenues for future research around the following three themes: LGBTQ+ clients in service delivery settings, LGBTQ+ employees in contemporary workplaces, and LGBTQ+ community in global supply chains. My goal is to inspire MS and OM scholars to think more broadly about our discipline and offer valuable operations-related perspectives on research problems of relevance to the LGBTQ+ community.","PeriodicalId":20623,"journal":{"name":"Production and Operations Management","volume":null,"pages":null},"PeriodicalIF":5.0,"publicationDate":"2024-03-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140265030","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"EXPRESS: Multilevel Synergy of IT for Operational Integration: Competition Networks and Operating Performance","authors":"","doi":"10.1177/10591478241239005","DOIUrl":"https://doi.org/10.1177/10591478241239005","url":null,"abstract":"Firms’ multilevel access to information plays a significant role in improving operating performance. Increasingly, firms are enhancing their operational integration through IT as they grapple with intense competition. Competition networks are an essential but often overlooked source of information that, if leveraged correctly, can provide firms with significant competitive and operational advantages. In this study, we develop a multilevel research model of operating performance (firm level) that simultaneously considers the effects of IT for operational integration (ITOI, firm level) and competitive brokerage (competition network level). We explicate how ITOI and competitive brokerage afford firms’ synergy through complementarities and relatedness of competitive actions, information, and resources to improve their operating performance. We assess the model using a 7-year longitudinal secondary dataset that includes firms from multiple industries, and find support for our thesis that ITOI and competitive brokerage have a synergistic effect on operating performance. Our exploratory analysis uncovers innovation efficiency as a theoretical mechanism underlying the relationships between ITOI, competitive brokerage, and operating performance. Further exploratory analyses with disaggregated measures of ITOI highlight that synergies arise from IT-enabled coordination and integration across the supply chain and within functional areas of an organization. These findings are robust to concerns of endogeneity and alternative model specifications. We make three critical contributions to our collective understanding of the relationship between IT and operating performance—synergy as a means through which operating performance is realized, a multilevel model of relationships, and a nuanced understanding of the relationships between ITOI, competitive brokerage, and operating performance. Overall, we provide a summative view of multilevel effects of IT on operating performance.","PeriodicalId":20623,"journal":{"name":"Production and Operations Management","volume":null,"pages":null},"PeriodicalIF":5.0,"publicationDate":"2024-03-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140264462","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"EXPRESS: A Duopolistic Analysis of CEO Competitive Aggressiveness with R&D Investment","authors":"Xing Gao, Yanfang Zhang, Boyuan Zhong, Xifan Wang, Ying Wang","doi":"10.1177/10591478241238971","DOIUrl":"https://doi.org/10.1177/10591478241238971","url":null,"abstract":"While CEO competitive aggressiveness can be frequently observed in competitive industries with heavy R&D (research and development) investment, studies on its impact on R&D strategies and hiring strategies for competing firms are rare. This article builds a Cournot-based game model to examine this issue and obtain many novel findings in a competitive duopolistic market. In particular, compared with two firms hiring noncompetitive CEOs, hiring competitive CEOs may hinder rather than stimulate R&D investment when the aggressiveness of competitive CEOs remains relatively weak. Our analysis reveals that despite conflicting interests, firms may choose to hire competitive CEOs. Specifically, when competitive CEOs’ aggressiveness is rather low, both firms hire competitive CEOs to gain an output advantage; otherwise, they hire different types of CEOs to avoid head-to-head competition. A prisoner dilemma occurs when two firms choose competitive CEOs because they would be better off when hiring noncompetitive CEOs. Then, although the presence of competitive CEOs always improves total industry output, bilateral competition brings about the lowest total industry profit because fierce output competition substantially reduces prices. Interestingly, unilateral competition enhances total industry profit when the aggressiveness of competitive CEOs remains rather strong. Finally, this study shows that the endogenous aggressive nature of competitive CEOs does not qualitatively alter these main results.","PeriodicalId":20623,"journal":{"name":"Production and Operations Management","volume":null,"pages":null},"PeriodicalIF":5.0,"publicationDate":"2024-03-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140264964","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"EXPRESS: Research in Diversity: Lessons for Operations Management from the Women’S Studies Field","authors":"R. Metters, Jordana George","doi":"10.1177/10591478241238976","DOIUrl":"https://doi.org/10.1177/10591478241238976","url":null,"abstract":"We postulate that the study of diversity, equity, and inclusion can deepen and add relevance to research in operations management (OM). Specifically, the role of gender is little studied in the existing OM literature – to the detriment of the field. This article considers OM issues by employing the theories, data, and topics from the field of Women’s Studies. Our findings indicate that incorporating viewpoints from Women’s Studies can change what is considered research, improve the accuracy of OM research, extend existing studies in the field through new parameters, and open new areas of inquiry.","PeriodicalId":20623,"journal":{"name":"Production and Operations Management","volume":null,"pages":null},"PeriodicalIF":5.0,"publicationDate":"2024-03-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140263272","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"EXPRESS: Equal Employment Opportunity in Supply Chains","authors":"Ling Cen, Yanrui Han, Jing Wu","doi":"10.1177/10591478241238968","DOIUrl":"https://doi.org/10.1177/10591478241238968","url":null,"abstract":"An equal employment opportunity (EEO) policy is an essential practice of workplace diversity, equity, and inclusion (DEI). Using a novel measure of workplace EEO based on the textual analysis of online job postings, we show a lead-lag pattern of EEO practice between principal customers and their dependent suppliers. The lead-lag effect is more pronounced when principal customers enjoy greater bargaining power, consistent with the view that dependent suppliers adjust EEO policies to cater to customer preferences. We use the 2017 Diversity Campaign of the “Big Three” institutional investors as our main identification strategy to support a causal interpretation. We demonstrate that the diffusion of EEO policies along supply chains improves the likelihood of retaining female employees, implying the presence of social benefits in addition to economic advantages.","PeriodicalId":20623,"journal":{"name":"Production and Operations Management","volume":null,"pages":null},"PeriodicalIF":5.0,"publicationDate":"2024-03-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140079299","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"EXPRESS: How to Reduce Microaggression and Other Negative Racial Experiences at Work with Continuous Improvement","authors":"M. Sodhi","doi":"10.1177/10591478241238974","DOIUrl":"https://doi.org/10.1177/10591478241238974","url":null,"abstract":"While government regulation or company policy can be used to curtail discrimination at work, it is hard to regulate away negative experiences like microaggression or perceptions of discrimination against minority employees in hiring and promotion. Using data from interviews with minority ethnic staff at a UK university, I present evidence of microaggression and minority employees feeling excluded and posit that perceptions of discriminatory policy engender negative perceptions of the organization. I further show the link between employee engagement and organizational performance and propose that minority employees’ negative experiences and perceptions lower their job and organizational engagement and, eventually, impact organizational performance. I offer a solution in the form of an enterprise-wide continuous improvement program that would directly improve organizational performance by improving business processes and indirectly by improving minority employees’ experience, perceptions, and engagement.","PeriodicalId":20623,"journal":{"name":"Production and Operations Management","volume":null,"pages":null},"PeriodicalIF":5.0,"publicationDate":"2024-03-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140263817","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"EXPRESS: Pricing and Capacity Design for Profit-driven and Welfare-driven Healthcare Providers","authors":"Shengya Hua, Ying Lei, Xin Zhai","doi":"10.1177/10591478241238969","DOIUrl":"https://doi.org/10.1177/10591478241238969","url":null,"abstract":"In choosing healthcare services, price and waiting time are two important factors that matter to patients. Price is set by healthcare providers, while waiting time is usually endogenously determined by patient choice and the healthcare provider’s capacity investment. We study the pricing and capacity design for profit-driven hospitals offering two types of healthcare services—regular and premium—serving heterogeneous patients who choose from either of the two types of services. Patients make their choices based on both price and endogenously determined equilibrium waiting time. We then benchmark profit-driven hospitals to welfare-driven hospitals to reveal how the behaviors of for-profit hospitals deviate from the socially optimal outcomes in patients waiting, service capacity, and price. We find that fewer patients are treated by premium services in profit-driven hospitals, and thus profit-driven hospitals invest less in premium service capacity and charge a higher premium for premium services than welfare-driven hospitals. These inefficiency distortions exist in profit-driven hospitals primarily because they are incentivized to differentiate between the waiting times of the two types of service to induce patients to pay a higher premium for premium services. Our results also show that if the inefficiency in patient partition is corrected, profit-driven hospitals would choose the welfare-maximizing level of premium service capacity and thus achieve socially optimal results. However, we also find that regulations such as price ceiling and capacity regulation cannot fully correct the inefficiency in patient partition and capacity decisions of profit-driven hospitals. Lastly, the model is extended in several ways to ensure robustness.","PeriodicalId":20623,"journal":{"name":"Production and Operations Management","volume":null,"pages":null},"PeriodicalIF":5.0,"publicationDate":"2024-03-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140264347","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"EXPRESS: Made Better by Others? When Having More Diverse Colleagues Improves Individual Outcomes","authors":"","doi":"10.1177/10591478241238973","DOIUrl":"https://doi.org/10.1177/10591478241238973","url":null,"abstract":"Research suggests that workgroup diversity influences various group and organizational-level outcomes. However, few studies consider its impact at the individual level, particularly in knowledge-related work, where workers have considerable discretion in making decisions. Our study aims to fill this gap by examining two significant types of workgroup diversity – gender diversity, a kind of bio-demographic diversity, and specialization diversity, a kind of job-related diversity – in a healthcare setting. Using detailed data on the entire patient population of Florida hospitals (10.14 million patients), including 25,187 physicians across 240 hospitals over a period of four years, we find that physicians who work in departments with more diverse colleagues (in terms of gender and specialization) have better patient outcomes, for example, a shorter stay, lower cost of treatment and increased likelihood of discharge to home. We find that the impacts of colleague diversity are contingent on departmental focus. Our research shows that specialization diversity, a type of job-related and deep-level difference, especially helps physicians who work in more specialization-diverse departments perform better when their departments are less focused. In contrast, we find that physicians in more gender-diverse departments perform even better when in more focused departments. Our results are robust to alternate explanations and biases arising from patient selection, population demographics, and endogeneity in diversity measures. Our study adds to a relatively small literature in operations management that considers how workgroup diversity (beyond diversity in on-the-job experience) might influence individual performance. Our research also contributes to the emerging conversation on why hiring managers should actively work toward improving workplace diversity.","PeriodicalId":20623,"journal":{"name":"Production and Operations Management","volume":null,"pages":null},"PeriodicalIF":5.0,"publicationDate":"2024-03-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140263105","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"EXPRESS: Racial Discrimination in Sourcing: Evidence from Controlled Experiments","authors":"K. Aral, L. V. Van Wassenhove","doi":"10.1177/10591478241238984","DOIUrl":"https://doi.org/10.1177/10591478241238984","url":null,"abstract":"Entrepreneurial activity is widely seen as an important tool for addressing the racial wealth gap. However, the survival of minority-owned businesses depends on their ability to win contracts from buyer firms - which might be impacted by buyers’ racial biases. Whether discrimination can exist in sourcing and affect this ability is an unexplored question, perhaps due to an implicit assumption that business-to-business settings are immune from discriminatory biases. In this paper, we use controlled experiments to study whether racial discrimination can affect sourcing decisions. We find that when a supplier’s sales manager has a distinctively black name, buyers are 6.5% less likely (statistically significant at 1% level) to select that supplier compared to a supplier with a sales manager with a distinctively white name. Our findings suggest that equal-opportunity legislation similar to that already in place in the labor market may be needed in the sourcing context. Our findings have implications for executives, suggesting that supplier diversity programs and procurement-bias training can boost corporate performance by expanding the supplier pool, and simultaneously enhance a firm’s corporate social responsibility profile.","PeriodicalId":20623,"journal":{"name":"Production and Operations Management","volume":null,"pages":null},"PeriodicalIF":5.0,"publicationDate":"2024-03-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140263858","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Crowdlending Behaviors in the Aftermath of a Crisis: Evidence From a Natural Experiment","authors":"Zhiyi Wang, Lusi Yang, Varun Karamshetty, Jungpil Hahn","doi":"10.1177/10591478231224931","DOIUrl":"https://doi.org/10.1177/10591478231224931","url":null,"abstract":"Natural disasters and disease outbreaks cause substantial social turbulence and economic damage. The survival and continued operation of local small businesses and entrepreneurs are critical to the development activities in post-disaster recovery. However, these small businesses and entrepreneurs face greater challenges in accessing funding through traditional channels during a crisis. Crowdlending, also known as peer-to-peer microfinancing, has been successfully used to bypass traditional channels and raise funds directly from crowd lenders. However, it is unclear if such platforms can also be effectively used in the aftermath of crises, given that disasters induce both prosocial motivations and risk considerations in lender responses. To understand the operational implications of crowdlending for small businesses, we examine how crowdlenders respond to loan requests during a crisis and what factors moderate their responses. Drawing on the literature on disaster management and crowdlending, we hypothesize that lenders respond positively to loan requests from crisis-affected areas, and such responses are moderated by fundraising objectives and the lender's national culture. With observational data from an influential crowdlending platform and the 2014 Ebola outbreak as the treatment in a natural experiment design, we find that, on average, lenders respond positively to loan requests from crisis-affected areas, and they tend to favor loan requests emphasizing economic rather than social objectives. Furthermore, lenders from collectivistic cultures are more likely to respond positively during a crisis than lenders from individualistic ones. Our study contributes to research and practice in disaster management, particularly small business operations management during crises, by showing that crowdlending can be a useful fundraising channel for small businesses, which is meaningful for post-disaster economic development and recovery. We also offer implications for the recent conversation on the coronavirus disease 2019 (COVID-19) pandemic by analyzing and discussing the similarities and differences between the Ebola outbreak and the COVID-19 pandemic.","PeriodicalId":20623,"journal":{"name":"Production and Operations Management","volume":null,"pages":null},"PeriodicalIF":5.0,"publicationDate":"2024-02-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139962503","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}