Journal of Operations Management最新文献

{"title":"Do Common Analysts Along Supply Chains Facilitate Suppliers' Operational Efficiencies?","authors":"Jie Han","doi":"10.1002/joom.70055","DOIUrl":"https://doi.org/10.1002/joom.70055","url":null,"abstract":"<div>\u0000 \u0000 <p>This study investigates the implications of common analysts covering both sides of a buyer–supplier dyad for suppliers' operational efficiencies. Drawing on the knowledge sharing perspective, we consider a positive association between common analysts and supplier operational efficiency. Using 20,359 buyer–supplier dyads collected from <i>Compustat</i> during the period 1994 to 2017, we empirically find that the existence of common analysts significantly enhances suppliers' operational efficiencies. Additionally, the positive association is amplified when the supplier's bargaining power is lower or the buyer's demand uncertainty is higher. We further examine the underlying mechanisms through which common analysts improve supplier operational efficiency by showing that common analysts transmit buyer-related information to suppliers via both private and public channels and help suppliers reduce bullwhip effects. Finally, compared with other relational ties, common analysts uniquely mitigate suppliers' bullwhip effects and, in turn, have a stronger positive impact on their operational efficiencies. Collectively, our evidence highlights the distinctive and important role of common analysts in transferring operational information along supply chains and improving supply base outcomes.</p>\u0000 </div>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"72 6","pages":"788-809"},"PeriodicalIF":10.1,"publicationDate":"2026-09-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148904240","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":"Bridging Fragmentation in Digital Transformation Research: Building an Interface Between Operations Management and Information Systems","authors":"Sunil Tiwari,&nbsp;Ashish Kumar Jha,&nbsp;Jan C. Fransoo,&nbsp;Jason Bennett Thatcher,&nbsp;Karthik Ramachandran,&nbsp;Jan Recker,&nbsp;Gregory R. Heim,&nbsp;Merieke Stevens","doi":"10.1002/joom.70053","DOIUrl":"https://doi.org/10.1002/joom.70053","url":null,"abstract":"&lt;p&gt;Digital transformation now touches nearly every organizational activity yet understanding of how it alters operational work remains fragmented. A central reason is a shift in where agency resides. Angelopoulos et al. (&lt;span&gt;2023&lt;/span&gt;) describe this as agency reversal: technologies increasingly make operational decisions once reserved for humans. This shift reflects a broader change in IS, where digital artifacts are no longer passive tools but agentic systems capable of initiating action and assuming responsibility under uncertainty (Baird and Maruping &lt;span&gt;2021&lt;/span&gt;). As agency moves from humans to technology, the basis of operational outcomes changes. Digital transformation therefore compels scholars to rethink how decisions become outcomes.&lt;/p&gt;&lt;p&gt;Explaining this shift requires disciplinary precision. In operations management (OM), outcomes are explained through processes (Holweg et al. &lt;span&gt;2018&lt;/span&gt;): performance emerges from how work is structured through allocation, inventory, queuing, and coordination decisions. In contrast, information systems (IS) research explains how decisions are generated, focusing on how digital systems represent information, structure decision logic, and mediate action (Hirschheim and Klein &lt;span&gt;2012&lt;/span&gt;). As digital technologies assume decision-making roles, these perspectives become increasingly interdependent but remain theoretically distinct.&lt;/p&gt;&lt;p&gt;This separation creates a fundamental gap. OM explains how processes generate outcomes, while IS explains how decisions are produced within digital systems, yet neither explains how technologically generated decisions are translated into operational performance. As a result, existing theories provide only partial accounts of digital transformation, leaving unresolved how digital decisions are enacted within operational systems.&lt;/p&gt;&lt;p&gt;This Forum argues that digital transformation exposes boundary blind spots in both OM and IS. These blind spots arise because the two fields rely on different causal frames for explaining how digital technologies reshape operational work. OM provides the mechanisms necessary to explain how digitally generated decisions translate into operational outcomes. IS contributes critical insight into how digital systems structure decisions through architecture, governance, and design, while OM brings deep expertise in process structure, interdependence, and performance (Hirschheim and Klein &lt;span&gt;2012&lt;/span&gt;; Holweg et al. &lt;span&gt;2018&lt;/span&gt;; Kumar et al. &lt;span&gt;2018&lt;/span&gt;; Agatz et al. &lt;span&gt;2025&lt;/span&gt;). Progress, therefore, depends on purposeful boundary work: transdisciplinary work and interdisciplinary collaboration that is mechanism-centered rather than improvised.&lt;/p&gt;&lt;p&gt;This Forum advances a mechanism-based theory of digital transformation that links digitally generated decisions to operational outcomes. We identify three recurring conceptual disconnections between OM and IS and develop five mechanism clusters that explain ho","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"72 6","pages":"776-787"},"PeriodicalIF":10.1,"publicationDate":"2026-09-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.70053","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148903887","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":"From Investor Nudges to SME Operational Resilience: Evidence on Financial Slack in Revenue-Based Lending","authors":"Sunghun Chung,&nbsp;Siddharth Bhattacharya,&nbsp;Chul Ho Lee,&nbsp;Subodha Kumar","doi":"10.1002/joom.70056","DOIUrl":"https://doi.org/10.1002/joom.70056","url":null,"abstract":"<div>\u0000 \u0000 <p>Revenue-based lending (RBL) has emerged as a prominent alternative to traditional fixed-term debt for small and medium-sized enterprises (SMEs), whose survival often depends on operational resilience, defined as the ability to maintain essential business functions under demand volatility, liquidity shocks, and external disruptions. Because SMEs frequently face severe credit frictions, short cash-to-cash cycles, and limited access to traditional operational buffers, timely and predictable financing can create financial slack that helps them absorb short-term disruptions. In RBL, repayment is tied to realized revenue, but the resilience benefits of this model depend on a stable and responsive supply of investor capital. Drawing on behavioral operations, investor psychology, and OM research on financial slack, we examine whether investor-directed digital nudges can increase investor engagement and, through more timely and reliable capital flows, strengthen SME operational resilience. Collaborating with a major RBL platform in Asia, we conduct a large-scale randomized field experiment in which investors are randomly assigned to one of five messages: (i) <i>cooperative</i> social-value message (ii) <i>competitive</i> social-value message, (iii) <i>precommitment</i> message designed to mitigate time-inconsistent preferences, (iv) <i>ease-and-convenience</i> message designed to reduce perceived cognitive costs, or a plain message control that accounts for attention effects. Our results show that the <i>ease-and-convenience-framed nudge</i> significantly increases investor engagement, leading to more timely and predictable funding aligned with SMEs' operational needs. These improved capital flows reduce delinquency and shorten payoff durations, suggesting that investor-side nudges can strengthen borrower resilience by creating financial slack that helps SMEs maintain operational continuity under cash-flow pressure. Our empirical evidence combines an investor-side online experiment, a borrower-side mechanism experiment, and semi-structured interviews with SME borrowers. Together, these analyses show that ease-and-convenience messaging is especially effective for long-tenured, risk-averse, institutionally affiliated, and urban-based investors, while borrower-side evidence suggests that financial slack is the most strongly supported borrower-side mechanism through which timely and predictable funding helps SMEs absorb short-term shocks, meet urgent operating obligations, and maintain repayment continuity. By documenting how investor-side nudges generate cross-side benefits for SME borrowers through financial slack and buffering, this study advances behavioral operations research on context-dependent nudging, extends OM work on platform-mediated resilience, and offers guidance for fintech platforms seeking to stabilize capital flows to vulnerable SMEs.</p>\u0000 </div>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"72 6","pages":"810-830"},"PeriodicalIF":10.1,"publicationDate":"2026-09-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148904220","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":"Estimating Hierarchical Demand in Retail Operations","authors":"Blair Flicker,&nbsp;Olga Perdikaki,&nbsp;Mark Ferguson,&nbsp;Su-Ming Wu","doi":"10.1002/joom.70058","DOIUrl":"https://doi.org/10.1002/joom.70058","url":null,"abstract":"<p>A hierarchical structure over product attributes is a central input to many product assortment and inventory optimization models, yet no existing method can recover such structures from the aggregate sales data that retailers routinely collect. We introduce HASTERAD (hierarchical attribute substitution tree estimation via recursive attribute discovery), which recovers a substitution tree from standard SKU–store–week scanner data. Leveraging variation in prices and promotions, HASTERAD compares attribute-based substitution patterns and then recursively partitions the product space to recover a candidate hierarchy of attribute-level substitution. Applied to the IRI Marketing Data Set, it recovers a stable and economically interpretable tree. To quantify its economic value, we execute a three-step optimization process on synthetic data with known ground truth: we recover a tree with HASTERAD, estimate demand parameters on that tree, and optimize assortments. HASTERAD's chosen assortments forgo less than 11% of the profit available to a clairvoyant planner, even in demanding settings where a traditional flat demand model forgoes almost 100%. Performance remains strong whether the method is applied to a multi-store panel, where stockouts are unobservable, or to a single store's internal records, where data are sparse but stockouts are observed. These findings are robust across several alternative specifications. Our central empirical finding concerns model selection. A tree chosen by best in-sample fit, from an exhaustive search over simple hierarchies, fits the observed sales nearly as well as HASTERAD's recovered tree, yet prescribes assortments whose expected profits are substantially lower. Fit evaluates observed purchases, but assortment optimization depends on predicting demand under assortments not yet observed.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"72 6","pages":"831-850"},"PeriodicalIF":10.1,"publicationDate":"2026-09-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.70058","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148903721","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":"RETRACTION: An Investigation of Corporate Social Responsibility Conformity: The Roles of Network Prominence and Supply Chain Partners","authors":"","doi":"10.1002/joom.70052","DOIUrl":"https://doi.org/10.1002/joom.70052","url":null,"abstract":"<p>\u0000 <b>RETRACTION:</b> <span>E.C. Falcone</span> and <span>J.W. Ridge</span>, “ <span>An Investigation of Corporate Social Responsibility Conformity: The Roles of Network Prominence and Supply Chain Partners</span>,” <i>Journal of Operations Management</i> <span>70</span>, no. <span>4</span> (<span>2024</span>): <span>600</span>–<span>629</span>, https://doi.org/10.1002/joom.1302.\u0000 </p><p>The above article, published online on 27 March 2024 in Wiley Online Library (http://onlinelibrary.wiley.com/), and its correction (https://doi.org/10.1002/joom.1350), have been retracted by agreement between the journal Editors-in-Chief, Elliot Bendoly and Rogelio Oliva; the Association for Supply Chain Management; and Wiley Periodicals LLC. A third party raised concerns with the editors regarding data irregularities throughout the article's text and tables. Following an investigation, the editors noted that the identified transcription errors significantly impacted the article's conclusions, and affected their confidence in the results reported. The authors provided raw data and analysis code for review, which allowed for identification of the transcription and methodological errors. However, the editors determined that the authors’ explanation and data was not sufficient to resolve the concerns, and therefore the article must be retracted.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"72 5","pages":""},"PeriodicalIF":10.1,"publicationDate":"2026-07-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.70052","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148373351","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":"Toward Faster Recalls of Dangerous Medical Devices: Does Ownership by Large Institutional Investors Matter?","authors":"Jessica L. Darby,&nbsp;Kaitlin D. Wowak,&nbsp;David J. Ketchen Jr.,&nbsp;Brian L. Connelly","doi":"10.1002/joom.70047","DOIUrl":"https://doi.org/10.1002/joom.70047","url":null,"abstract":"<p>Recall delays expose consumers to prolonged risk and undermine a firm's long-term performance and reputation. Building on agency theory's conceptualization of principal-agent relationships, we theorize that large institutional investors play an important monitoring role wherein their ownership encourages faster recalls. We then build on agency theory's core dimension of information asymmetry to examine whether R&amp;D intensity and device class moderate this influence. Using a matched sample of 2932 medical device recalls involving severe defects across 69 firms from 2002 to 2020, we find that greater ownership by large institutional investors is associated with faster recalls such that a 1% increase in ownership yields a 24-day reduction in time-to-recall. This relationship is weakened by increases in R&amp;D intensity and for high-risk devices. Our study highlights the importance of considering how operations management phenomena are influenced by large institutional investors, and we identify both firm- and device-level pathways that moderate this influence. While managers, policymakers, and regulators may be wary of the influence that large institutional investors have, our findings offer a previously unidentified benefit: faster recalls.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"72 5","pages":"730-752"},"PeriodicalIF":10.1,"publicationDate":"2026-07-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.70047","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148373321","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":"Is AI an Algorithm by Any Other Name? Behavioral Reactions to AI- and Model-Based Demand Planning Algorithms","authors":"Finnegan McKinley,&nbsp;Rebekah Brau,&nbsp;John Aloysius,&nbsp;Adriana Rossiter Hofer","doi":"10.1002/joom.70045","DOIUrl":"https://doi.org/10.1002/joom.70045","url":null,"abstract":"<p>With the ongoing deployment of AI algorithms, managers do not know whether existing demand planning processes account for possible differences in human behavior when using AI-based systems in comparison to legacy model-based systems. This study examines how human behavior may differ when performing demand forecasting tasks due to the disclosure of algorithm type (AI or model) along with associated algorithm performance (low and improving). Using signaling theory, we hypothesize that algorithm type and performance influence user forecast adjustment behavior. We find support for these predictions across two laboratory experiments and a large quasi-natural field experiment with approximately 575,000 observations from a multinational retailer. We find no significant direct effect of algorithm type independent of performance in the lab. In contrast, in the field, users implement significantly greater adjustments for AI-based algorithms compared to model-based algorithms. Across both contexts, algorithm performance, whether low or improving, has a significant direct effect on user adjustments, with users adapting their behavior to the algorithm's performance. Finally, we find that in the lab and the field, users' responses to low performance are amplified when the forecasts originate from AI-based algorithms. Our findings underscore the nuance and complexity in which users interact with AI-based algorithms compared to model-based algorithms and demonstrate the value of signaling theory for understanding human–AI collaboration.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"72 5","pages":"656-675"},"PeriodicalIF":10.1,"publicationDate":"2026-07-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.70045","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148373415","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":"How Do Firms Develop Safety Management Capabilities? The Impact of Institutional Forces and Digital Technology Resources","authors":"Lin Zhang,&nbsp;Zhen Shao,&nbsp;Jose Benitez","doi":"10.1002/joom.70048","DOIUrl":"https://doi.org/10.1002/joom.70048","url":null,"abstract":"<div>\u0000 \u0000 <p>In the digital age, industrial firms are facing significant challenges in achieving digitally-enabled safety management (DSM, i.e., leveraging digital technologies to mitigate industrial accidents) due to rigid institutional structures and underutilized digital technology resources. To address this, we develop a research model integrating institutional theory and resource-based view theory, and position safety management capabilities (i.e., the abilities of a firm to sense, seize, and reconfigure its safety operational routines and deploy new ones for DSM) as a pivotal process mechanism translating institutional forces (i.e., institutional isomorphism and top management support for DSM) and digital technology resources (i.e., digital technologies that are available and utilized for DSM) into improved safety performance. Using time-lagged survey data in combination with secondary data from 216 industrial firms in China, our findings reveal that institutional isomorphism and top management support exert cascading influences on safety management capabilities. The alignment of digital technology resources with institutional forces significantly facilitates the development of safety management capabilities, emphasizing their synergistic role in fostering adaptive and strategic safety practices. Furthermore, safety management capabilities serve as the critical intermediary enabling institutional and resource factors to drive superior safety outcomes. Our results advance the theory of safety management and provide actionable insights for industrial firms to effectively operationalize DSM.</p>\u0000 </div>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"72 5","pages":"689-709"},"PeriodicalIF":10.1,"publicationDate":"2026-07-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148373494","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":"There Is More to Crowdshipping Than Money: Understanding How Operational Characteristics Influence Driver Behaviors","authors":"Nicolò Masorgo,&nbsp;David D. Dobrzykowski,&nbsp;Christopher S. Tang,&nbsp;Brian S. Fugate","doi":"10.1002/joom.70046","DOIUrl":"https://doi.org/10.1002/joom.70046","url":null,"abstract":"<div>\u0000 \u0000 <p>The increasing cost of last-mile delivery has motivated omnichannel grocery retailers to implement <i>crowdshipping</i>. Crowdshipping is a platform-based last-mile delivery model that relies on engaging drivers who are independent contractors to quickly accept delivery tasks. While studies often focus on the impact of monetary incentives, we draw on perspectives from the service operations literature to explore the moderating effect of three theoretical mechanisms (effort efficiency, uncertainty, and utility), on the curvilinear relationship between monetary incentives and driver engagement. Specifically, we test how <i>delivery density</i>, <i>delivery type</i> (attended vs. unattended), and <i>time of the day</i> interact with monetary incentives to influence driver's task acceptance response time. Econometric analyses of a dataset comprising about two million observations from a US Fortune 100 grocery retailer's crowdshipping platform confirm the “diminishing negative” effect of remuneration on task acceptance time. More importantly, we reveal that task operational characteristics affect how monetary incentives influence task acceptance time. While task density and unattended deliveries amplify the curvilinear relationship, evening tasks flatten it and are accepted slower than those scheduled in the daytime. Our findings suggest that drivers evaluate tasks based on perceived effort, uncertainty, and utility, offering valuable insights for platforms and future research.</p>\u0000 </div>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"72 5","pages":"710-729"},"PeriodicalIF":10.1,"publicationDate":"2026-07-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148373379","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":"Advancing Rigor in Operations Management Qualitative Research: From Proceduralism to Reflexive Reasoning","authors":"Miriam Wilhelm,&nbsp;Katja Wölfl,&nbsp;Eugenia Rosca,&nbsp;Kirstin Scholten","doi":"10.1002/joom.70051","DOIUrl":"https://doi.org/10.1002/joom.70051","url":null,"abstract":"<p>Qualitative research has evolved into a valued scientific approach to generate novel theoretical contributions in operations management (OM). However, a limited understanding of what constitutes methodological rigor in qualitative research has resulted in a proceduralized application of research practices and templates, hindering further progress. After tracing the origins of discipline-specific rigor in OM—closely linked to the inductive (positivistic) case study method—we present an alternative perspective: rigor as researchers' demonstration of reflexivity in deliberate reasoning processes that infer theoretical insights from data. Based on a review of 87 qualitative research articles in three leading empirical OM journals (<i>Journal of Operations Management</i>, <i>Production and Operations Management</i>, and <i>Journal of Supply Chain Management</i>), published between 2015 and 2024, we trace the (limited) evolution of rigor in qualitative OM research across three time brackets. We then compare the current state of rigor in qualitative OM research with that of three leading management journals (<i>Academy of Management Journal, Organization Science</i>, and <i>Strategic Management Journal</i>) by examining the most recent time bracket (2023–2024). Through the analysis of discipline-specific rigor developments and the cross-field comparison, we identify areas of progress alongside persistent rigor gaps. Based on these gaps, we develop a series of probing questions to enhance researchers' reflexive reasoning, illustrated with examples from both fields. Our contribution provides a reflexivity-based framework that enables researchers to move beyond procedural compliance toward rigorous qualitative research, ultimately yielding OM theories with greater explanatory power.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"72 5","pages":"753-769"},"PeriodicalIF":10.1,"publicationDate":"2026-07-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.70051","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148373350","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}