Journal of Operations Management最新文献

{"title":"Operations Management in the Pharmaceutical Industry","authors":"Gopesh Anand, George P. Ball, John V. Gray, Ujjal Kumar Mukherjee","doi":"10.1002/joom.1365","DOIUrl":"https://doi.org/10.1002/joom.1365","url":null,"abstract":"<p>The pharmaceutical manufacturing industry has an annual revenue of $1.2 trillion and employs approximately two million people worldwide (Brocker <span>2024</span>). The drugs produced by the operations of this industry, which include all activities from scientific innovation to supply chain management, play an important role in the health and well-being of millions of people around the world (OECD <span>2025</span>). Recent disruptions, especially the COVID-19 pandemic, exposed critical limitations in global pharmaceutical operations, spurring widespread concern (Shih <span>2020</span>). In the U.S., the Biden Administration deemed pharmaceuticals one of four critical national supply chains, the others being semiconductors, large capacity batteries, and minerals (White House <span>2021</span>). Further, Congress mandated a report from the National Academies of Sciences, Engineering, and Medicine (NASEM) focused on securing the nation's medical product supply chains against quality and supply disruptions (NASEM <span>2022</span>). Despite the recognition of its importance, operational challenges in this industry remain prevalent. Drug shortages reached a record high in 2024 (ASHP <span>2024</span>), and their duration has been increasing (USP <span>2024</span>). Further, quality issues remain common (e.g., Callahan et al. <span>2024</span>), and the drug recall trend continues to climb (Ghijs et al. <span>2024</span>).</p><p>The opacity and complexity of pharmaceutical operations are two factors driving the continued quality and resilience issues. As Figure 1 depicts, much of the complexity in the U.S. pharmaceuticals industry stems from intermediaries and payors, who are often vertically integrated and powerful, and who can create and benefit from opacity. Additional complexity comes from the roles of powerful regulators, who oversee, among other things, approvals to produce drugs and ongoing drug quality and safety. We discuss many of these forms of opacity and complexity in detail in the next section.</p><p>Operations such as these call for rigorous academic explorations that highlight the unique context of the industry (Joglekar et al. <span>2016</span>). Operations scholars, for example, can address questions related to balancing cost and quality (Lapré and Scudder <span>2004</span>; Parmigiani et al. <span>2011</span>), enhancing the resilience of operations and supply chains (Kim et al. <span>2015</span>; Shen and Sun <span>2023</span>), implementing new technologies (Angelopoulos et al. <span>2023</span>), and demonstrating benefits to, and ways to establish, greater transparency (Buell et al. <span>2017</span>; Lee et al. <span>2021</span>). Further, operations researchers can identify the role that powerful regulators, such as the Food and Drug Administration (FDA), play with regards to operational performance dimensions such as innovation, resilience, cost, and quality (Wang et al. <span>2025</span>). Despite all that operations scho","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"71 3","pages":"302-313"},"PeriodicalIF":6.5,"publicationDate":"2025-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.1365","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143818612","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Towards the Integration of Precision Medicine in Psychiatric Care Delivery: Evaluating the Impact of Clinical Guidelines on Drug-Related Adverse Events","authors":"Jingwen Yang,&nbsp;Anant Mishra,&nbsp;Kingshuk K. Sinha","doi":"10.1002/joom.1353","DOIUrl":"https://doi.org/10.1002/joom.1353","url":null,"abstract":"<p>Despite the immense potential of precision medicine to revolutionize healthcare, its integration into routine clinical practice remains a significant challenge. This study investigates the impact of Clinical Pharmacogenetics Implementation Consortium (CPIC) guidelines, which provide synthesized evidence and pharmacogenetics-based drug dosing recommendations, on the delivery of psychiatric care enabled by precision medicine. Specifically, we conduct a comprehensive evaluation of the effect of CPIC guidelines on serious drug-related adverse events and explore how drug characteristics related to therapeutic uncertainty, namely drug age and drug label warning, moderate this effect. Our findings suggest that the availability of CPIC guidelines is associated with almost a 25% decrease in serious drug-related adverse events in the context of psychiatric care delivery enabled by precision medicine. Furthermore, we find that the presence of drug label warning, as FDA-endorsed negative news on pharmacogenetics-related drug use, enhances the effect of CPIC guidelines and is associated with a further decrease in serious drug-related adverse events. Post hoc analysis reveals that CPIC guidelines with high strength of evidence are associated with a significant decrease in serious drug-related adverse events, while no such effect is observed for guidelines with low strength of evidence. These findings contribute to the nascent literature on integrating precision medicine into routine clinical practice, highlighting the consequential role of clinical guidelines in improving the effectiveness of psychiatric care delivery for individual patients enabled by precision medicine. In addition, by demonstrating how the development and implementation of robust clinical guidelines are central to minimizing serious drug-related adverse events, the findings have policy implications for minimizing the downside risks of psychiatric care delivery.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"71 3","pages":"393-414"},"PeriodicalIF":6.5,"publicationDate":"2025-03-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.1353","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143818694","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Gomory Award Highlights the Impact of Industry Studies Research at JOM","authors":"John Paul MacDuffie","doi":"10.1002/joom.1356","DOIUrl":"https://doi.org/10.1002/joom.1356","url":null,"abstract":"&lt;p&gt;For two consecutive years, articles published in the &lt;i&gt;Journal of Operations Management&lt;/i&gt; (JOM) have received the Ralph Gomory Best Industry Studies Paper Award, given annually by the Industry Studies Association (ISA). This achievement is unprecedented and a testimony to JOM's encouragement and support of industry studies research. It also speaks to the remarkable broad impact on firms and industries that the journal continues to provide. In the interest of encouraging future outstanding work of this kind, I here provide a short introduction to industry studies, the ISA, and the Gomory Award. The remaining discussion is devoted to accounts from the authors of the award-winning articles on the “backstory” of their research.&lt;/p&gt;&lt;p&gt;The “industry studies” idea—that much can be learned from close study of industrial activity—dates to the Industrial Revolution. In &lt;i&gt;The Wealth of Nations&lt;/i&gt; (&lt;span&gt;1976&lt;/span&gt;), Adam Smith famously chose to explain the advantages of a specialized division of labor for productivity by providing a detailed explication of the production process in a pin factory. Advocacy for industry studies as a method of scholarship began with Alfred Marshall and his attention to industrial districts in &lt;i&gt;The Economics of Industry&lt;/i&gt; (&lt;span&gt;1879&lt;/span&gt;). Competing firms locate near each other in such a district to gain the benefits of agglomeration—of skilled labor, production inputs, technological expertise, and customer demand.&lt;/p&gt;&lt;p&gt;Marshall was perhaps the first—but surely not the last—to advocate for direct observation as the best way “to get the direct feel of the economic world, more intimate than merely reading descriptions, enabling one to set things in their true scale of importance” (Pigou &lt;span&gt;1925&lt;/span&gt;, describing Marshall's work). Proponents of an industry studies approach see a path to better research questions and the generation of insights that equally inform theory and practice. Attention to industry context opens the door to more varied and valid data; good access allows researchers to “wallow in the data—to get down and dirty with the data” (Hamermesh &lt;span&gt;2008&lt;/span&gt;). Seeking to take advantage of such access can point the way towards the most appropriate (and often multiple) research methods. A phenomenon or empirical puzzle may initiate an industry studies inquiry while the insights may often be “pre-theory” contributions that stimulate further research rather than providing confirmatory testing of pre-determined hypotheses.&lt;/p&gt;&lt;p&gt;Gomory and Sloan staff saw MIT's International Motor Vehicle Program (IMVP) as a prototype. At the time, IMVP was completing a five-year research program that led to the best-selling book &lt;i&gt;The Machine That Changed the World&lt;/i&gt; about the rise of lean production (aka Toyota Production System) as an alternate production paradigm that challenged traditional mass production. Susan Helper, the first Department Editor for JOM's Public Policy Department, and I were among the cor","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"71 2","pages":"293-297"},"PeriodicalIF":6.5,"publicationDate":"2025-03-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.1356","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143639005","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Convergence of Product, Production, and Supply Chain Design Rules: Evidence From Pharmaceutical Pre-Competitive Collaboration Networks","authors":"Jagjit Singh Srai,&nbsp;Tomás Seosamh Harrington,&nbsp;Nitin R. Joglekar,&nbsp;Sriram Narayanan","doi":"10.1002/joom.1352","DOIUrl":"https://doi.org/10.1002/joom.1352","url":null,"abstract":"<p>We address a trans-specialist learning and coordination question in pre-competitive manufacturing R&amp;D networks: how do early-stage consortia develop products across “dissimilar” (where knowledge requirements are different, and not solely based within) specialized networks? A unique aspect of the R&amp;D consortia is that they integrate knowledge across product, production, and supply chain domains. This paper uses network ethnography as the methodology—in combining social network analysis with ethnographic methods—while drawing on a 10-year dataset on the evolution of pre-competitive collaboration networks in pharmaceutical continuous manufacturing deploying digital technologies. Our analysis reveals mechanisms through which design rules for products and processes are developed and converged across product, production, and supply chain domains. Specifically, we show that design rules, which are both “set-based” and “trans-specialized”, are the key mechanisms that enable heterogeneous specialist stakeholders to exchange knowledge and facilitate the convergence of development efforts. Second, we highlight the roles of boundary spanners and institutional actors (i.e., academia and regulatory bodies) in steering dialogues towards the convergence of design rules in early-stage R&amp;D settings. The theoretical implications of these findings are not only germane to pharmaceutical drug development networks but also to early-stage product and technology development networks at large.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"71 3","pages":"314-334"},"PeriodicalIF":6.5,"publicationDate":"2025-02-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.1352","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143818806","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Innovations, Technologies, and the Economics of Last-Mile Operations: A Call for Research in Operations Management","authors":"Niels Agatz,&nbsp;Jan C. Fransoo,&nbsp;Elliot Rabinovich,&nbsp;Rui Sousa","doi":"10.1002/joom.1355","DOIUrl":"https://doi.org/10.1002/joom.1355","url":null,"abstract":"&lt;p&gt;Last mile operations (LMO), the processes involved in the critical last stage of delivering goods and services, have widespread relevance across major sectors of the economy, including retail, food services, healthcare, humanitarian services, energy distribution, telecommunications, public services, and others. These operations account for a significant portion of the costs, jobs, and economic output in these sectors. Global economic output involving last mile deliveries alone, for instance, is valued at $165 billion per year and is growing at about 10% per year (InsightAce Analytic &lt;span&gt;2024&lt;/span&gt;).&lt;/p&gt;&lt;p&gt;Recent decades have witnessed an acceleration in the rate of evolution of LMO (Agatz et al. &lt;span&gt;2024&lt;/span&gt;; Boutilier and Chan &lt;span&gt;2022&lt;/span&gt;; Boyer and Hult &lt;span&gt;2005&lt;/span&gt;; Dreischerf and Buijs &lt;span&gt;2022&lt;/span&gt;; He and Goh &lt;span&gt;2022&lt;/span&gt;; Lyu and Teo &lt;span&gt;2022&lt;/span&gt;). Technology-driven innovations have catalyzed profound changes in the planning, design, and execution of LMO, with significant implications for the economics of these operations. Extending the last mile to the final user has increased convenience, accessibility, and reliability. Zipline, for example, has introduced drones to safely deliver lifesaving products in remote communities (Ackerman and Koziol &lt;span&gt;2019&lt;/span&gt;). An increasing number of pharmacies in Europe and Africa have been equipped with smart lockers to allow 24/7 access to critical medicines (Gobir et al. &lt;span&gt;2024&lt;/span&gt;). Some innovations leveraging platforms based on smartphone apps have given small corner stores in neighborhoods in cities across Latin America the means to sell and deliver daily groceries and other household staples to local residents (Escamilla et al. &lt;span&gt;2021&lt;/span&gt;). Other innovations, leveraging artificial intelligence, have found applications in vehicle routing tools and warehouse and fulfillment automation (such as Ocado's system (Mason &lt;span&gt;2019&lt;/span&gt;)), track-and-trace systems that provide real-time communications and visibility into delivery processes (such as Instacart and Uber Eats), anticipatory shipping algorithms to move inventories to specific areas ahead of realized demand (Chen and Graves &lt;span&gt;2021&lt;/span&gt;), and integration tools with third-party services (successfully deployed by ClickPost and ShipEngine).&lt;/p&gt;&lt;p&gt;However, considerable challenges remain. For example, because of short time frames and high delivery volumes to many dispersed locations, LMO have little room for human error. Yet, since many firms tend to tap into low-skilled, temporary, or crowdsourced labor to provide these services, there is high variability in performance and worker availability. LMO are also expensive, due in part to rising labor costs, delivery failures, more demanding customers, and vehicle and parking restrictions. Although academic research in LMO has a long tradition in Operations Research (see e.g., Agatz et al. (&lt;span&gt;2011&lt;/span&gt;), Otto et al. (&lt;span&gt;2018&lt;/span&gt;), Boy","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"71 2","pages":"166-175"},"PeriodicalIF":6.5,"publicationDate":"2025-02-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.1355","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143639181","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Faster Deliveries and Smarter Order Assignments for an On-Demand Meal Delivery Platform","authors":"Wenzheng Mao,&nbsp;Liu Ming,&nbsp;Ying Rong,&nbsp;Christopher S. Tang,&nbsp;Huan Zheng","doi":"10.1002/joom.1354","DOIUrl":"https://doi.org/10.1002/joom.1354","url":null,"abstract":"<div>\u0000 \u0000 <p>The rapid growth of on-demand meal delivery platforms has heightened competition, making customer retention a critical priority. While prior research on order dispatch algorithms has largely focused on minimizing delivery time or delay, the direct impact of delivery performance on repeat purchases remains underexplored. Using transactional data from an online meal delivery platform in China, we empirically investigate the asymmetric effects of early and late deliveries on customer repurchasing behavior. To address potential endogeneity, we introduce driver experience and local knowledge, two previously overlooked factors in platform algorithms, as novel instrumental variables. The survival analysis shows that late deliveries significantly reduce future orders, while early deliveries provide only limited benefits. Guided by these empirical insights, we develop a simulation-based evaluation of different order dispatch algorithms, revealing that maximizing future orders, rather than minimizing delivery time or delays, yields the highest future orders. These insights offer actionable recommendations for platform managers, stressing the importance of strategic adjustments in dispatch algorithms and integrating heterogeneous treatment effects into algorithmic design. By merging operational delivery performance with consumer behavior insights through causal inference and optimization, this study provides a novel end-to-end framework for creating data-driven dispatch algorithms that enhance both service efficiency and customer retention.</p>\u0000 </div>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"71 2","pages":"220-245"},"PeriodicalIF":6.5,"publicationDate":"2025-02-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143639226","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"To Fill a Hollow Core: Roles of Firm Knowledge When Outsourcing Core Component During Technological Change","authors":"Woo-Yong Park,&nbsp;Faisal Khurshid,&nbsp;Chanchai Tangpong","doi":"10.1002/joom.1349","DOIUrl":"https://doi.org/10.1002/joom.1349","url":null,"abstract":"<div>\u0000 \u0000 <p>The innovation literature has been marked by contrarian views regarding the roles of firms' knowledge accumulation with regards to outsourced core components. To reconcile these views, we draw on the behavioral theory of the firm and the technological evolution literature in hypothesizing firms' local search as a mechanism by which firms' accumulated knowledge affects their product performance. Firms' in-house knowledge can expose them to an <i>accumulated knowledge trap</i>, as firms' accumulated knowledge tends to escalate their local search for a solution to a new technological challenge, but the impact of the local search on performance is unlikely to be materialized. We maintain that firms' accumulated knowledge can make them more prone to the accumulated knowledge trap <i>before</i> rather than <i>after</i> the dominant technology has emerged. We further hypothesize that prior exploratory experiences and suppliers' outsourced component knowledge can reduce firms' susceptibility to such a knowledge trap <i>before</i> the dominant technology emergence, but their moderating roles fade away <i>after</i> the dominant technology emergence. Data from the U.S. Hybrid Electric Vehicle drivetrain market support our hypotheses. Our findings enrich the current literatures on the behavioral theory of the firm and technological evolution while reconciling the contrarian views in the innovation literature.</p>\u0000 </div>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"71 1","pages":"130-160"},"PeriodicalIF":6.5,"publicationDate":"2025-02-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143424291","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Correction to “An Investigation of Corporate Social Responsibility Conformity: The Roles of Network Prominence and Supply Chain Partners”","authors":"","doi":"10.1002/joom.1350","DOIUrl":"https://doi.org/10.1002/joom.1350","url":null,"abstract":"<p>E. C. Falcone and J. W. Ridge, “An Investigation of Corporate Social Responsibility Conformity: The Roles of Network Prominence and Supply Chain Partners,” <i>Journal of Operations Management</i> 70, no. 4 (2024): 600–629.</p><p>In the second paragraph on page 616, the text “The results are consistent with H3 as the coefficient of the interaction term <i>Network prominence</i>\u0000 ² * <i>SC industry CSR congruence</i> shows a positive and significant effect (<i>β</i> = 0.313; <i>p</i> &lt; 0.01).” This is incorrect. The <i>β</i> = 0.313 should be <i>β</i> = 0.640.</p><p>We apologize for these errors.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"71 1","pages":"161"},"PeriodicalIF":6.5,"publicationDate":"2025-01-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.1350","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143424261","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Meaningful Theoretical Pathways for Research Contributions","authors":"Elliot Bendoly,&nbsp;Rogelio Oliva","doi":"10.1002/joom.1348","DOIUrl":"https://doi.org/10.1002/joom.1348","url":null,"abstract":"&lt;p&gt;Across fields of scholarship, ever since scholarship has existed, there have been numerous discussions opining on what theory is, why it is useful and how best to craft theoretical arguments and frameworks. Every few years, a new discussion particularly relevant to a domain of study emerges. Often the intention of such discussions is to reiterate critical points made in the past as still applicable. In other instances, the discussions attempt to recast and reshape perspectives on theory. Both reiteration and alternate perspectives can prove valuable, as new scholars enter the field and as priorities for journals, editors and review teams evolve.&lt;/p&gt;&lt;p&gt;These points are also of interest to contemporary discussions at the &lt;i&gt;Journal of Operations Management (JOM)&lt;/i&gt;. As an outlet long regarded for impactful empirical work in the field, we have long been interested in the appropriate use of theory and have also had a long history of intervening in our field to re-emphasize the ‘what’, ‘why’ and ‘how’ of meaningful theoretical structures and argumentation. As editors of the journal, we believe it is valuable to reiterate what is well-accepted regarding the role and nature of effective theory in research, whether we are discussing grand theories, theoretical frameworks, mid-range theory or theoretical arguments for specific mechanisms. However, we also strongly believe that it is critically valuable to outline how theoretical contributions may differ, while still offering considerable value to a research effort and the field.&lt;/p&gt;&lt;p&gt;What is core to the substantive nature of theoretical contributions, of course, must be driven by priorities regarding its role; just as the selection of empirical methods must be driven by the claims emerging from theoretical arguments (even nascent ones), and insights for future scholars driven by observation and analysis. By outlining contemporary priorities that define meaningful theory we are in a far better position to simultaneously expand perspectives on how theoretical contributions can be made, as well as challenge or dispel some often difficult-to-justify criticisms that scholars (authors, reviewers and editors) confront regarding what is ‘good’ theory.&lt;/p&gt;&lt;p&gt;According to Fried (&lt;span&gt;2020&lt;/span&gt;), this “statistical equivalency” is one of the fundamental reasons that we cannot escape the need for well-reasoned theoretical arguments, designed to help us make sense of highly complex settings, in which a wealth of observed signals is accompanied by a wealth of unobserved signals. It is exactly when phenomena are &lt;i&gt;not&lt;/i&gt; straightforward and mechanisms are &lt;i&gt;not&lt;/i&gt; obvious, where sensemaking, and associated deliberate research inquiry, is critical.&lt;/p&gt;&lt;p&gt;In the same vein, a ‘complete theory’, akin to a physical law, doesn't present much of a motivator for research—if there is no uncertainty regarding cause and effect, there is little reason to expect that an inquiry into such phenomena would be of interest to ","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"71 1","pages":"4-10"},"PeriodicalIF":6.5,"publicationDate":"2025-01-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.1348","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143424135","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"When Complexity Meets Complexity: COVID-19-Induced Supply Chain Disruptions and Strategy Portfolio Efficiency","authors":"Hakan Yildiz,&nbsp;Tingting Yan,&nbsp;Marc Hatton,&nbsp;John Fowler,&nbsp;Thomas J. Kull,&nbsp;Lori Sisk","doi":"10.1002/joom.1347","DOIUrl":"https://doi.org/10.1002/joom.1347","url":null,"abstract":"<div>\u0000 \u0000 <p>Due to the COVID-19 pandemic, global supply chains have experienced sustained impacts from unprecedented complex disruptions in different combinations and at different times. From an efficiency perspective, do these complex supply chain disruptions call for more complex risk management strategies? To answer this, we built an empirically grounded discrete event simulation model, the results of which were analyzed using data envelopment analysis. Results show that with unprecedented complex disruption patterns, a multi-strategy portfolio approach is usually less efficient than a single-strategy or a do-nothing approach unless the strategy portfolio has certain characteristics. The most efficient strategy portfolios typically consist of a moderate number of diverse strategies. Too many strategies in a portfolio can be problematic, leading to increased costs that outpace improvement in revenue and service level. Results illustrate that even a strategy that generally performs poorly can be part of a very good strategy portfolio and vice versa. This study provides nuanced and novel findings that contribute to the resolution of the literature debate about the value of multi-strategy portfolios in addressing complex disruption patterns. Highlighting the value of a strategy portfolio view, these insights help firms better prepare for the next complex and sustained global supply chain disruptions.</p>\u0000 </div>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"71 1","pages":"109-129"},"PeriodicalIF":6.5,"publicationDate":"2024-12-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143424220","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}