Journal of Operations Management最新文献

{"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}

{"title":"Innovation intermediation in supply networks: Addressing shortfalls in buyer and supplier capabilities for collaborative innovation","authors":"Kostas Selviaridis,&nbsp;Martin Spring","doi":"10.1002/joom.1345","DOIUrl":"https://doi.org/10.1002/joom.1345","url":null,"abstract":"<p>We investigate how innovation intermediaries address shortfalls in the capabilities that buyers and suppliers must have to access each other's knowledge for innovation purposes, also referred to as indirect capabilities. Prior research on supplier-enabled innovation has identified various capabilities that buyers need in order to collaborate with innovative suppliers. It recognizes that suppliers also require capabilities to access buyer knowledge. However, we still know little about the role of innovation intermediaries—actors who are neither buyers nor suppliers, but still influence innovation processes and outcomes in supply networks. Our case-based research shows that intermediaries create workspaces for R&amp;D and experimentation, help to refine definitions of requirements and de-risk novel solutions, support contracting, and facilitate solution implementation. We contribute to research on supplier innovation by developing a model of intermediaries' activities and underlying capabilities, and their impact on innovation sourcing outcomes. We elaborate the indirect capabilities theoretical perspective by introducing additional types of indirect capabilities for collaborative innovation in supply chains, and showing how these capabilities interrelate. We furthermore extend the literature on innovation intermediaries by elucidating hitherto unexplored capabilities for intermediation and adding insights regarding the contribution of intermediaries to open innovation processes.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"71 1","pages":"40-80"},"PeriodicalIF":6.5,"publicationDate":"2024-12-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.1345","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143424307","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":"The point of no return? Restrictive changes to lenient return policies and consumer reactions to them","authors":"Huseyn Abdulla,&nbsp;Michael Ketzenberg,&nbsp;James D. Abbey,&nbsp;Gregory R. Heim","doi":"10.1002/joom.1346","DOIUrl":"https://doi.org/10.1002/joom.1346","url":null,"abstract":"<p>Retailers face a challenging trade-off in maintaining versus restricting long-established lenient return policies. On the one hand, lenient return policies have become an important part of retailers' value propositions and play a significant role in stimulating consumer purchases. On the other hand, lenient return policies increase the volume of product returns, which hurts profitability. Motivated by observing an increase in restrictive changes to long-established lenient return policies, we investigate consumer reactions to such changes and their managerial implications. Through a series of experiments with diverse consumer samples, we find that restrictive changes, such as shortening return time windows or introducing restocking fees, decrease consumer trust in retailers and lead to lowered purchase, positive word-of-mouth, and loyalty intentions. We also find that providing managerial transparency, in the form of communicating the rationale for restrictive changes, can attenuate the negative consumer reactions to such changes. Moreover, rationales that emphasize the cost of handling returns versus blaming opportunistic and abusive returners are similarly effective. Our findings contribute to the growing academic literature on consumer return policy design and provide actionable insights to retail managers.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"71 1","pages":"81-108"},"PeriodicalIF":6.5,"publicationDate":"2024-12-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143423760","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":"Possibility theory: A foundation for theoretical and empirical explorations of uncertainty","authors":"Frits K. Pil,&nbsp;Stephen M. Disney,&nbsp;Jan Holmström,&nbsp;Benn Lawson,&nbsp;Christopher Tang","doi":"10.1002/joom.1341","DOIUrl":"https://doi.org/10.1002/joom.1341","url":null,"abstract":"&lt;p&gt;The field of operations and supply chain management (OSCM) has a long history of identifying and engaging with risk and uncertainty in operational practices.&lt;sup&gt;1&lt;/sup&gt; We provide a brief review of uncertainty in the OSCM domain, alongside an overview of our special issue (SI) call and accepted manuscripts. This serves as a starting point for the introduction of a new theoretical framework that reframes uncertainty as unresolved states of &lt;i&gt;possibility&lt;/i&gt;. In this framework, the term &lt;i&gt;possibility&lt;/i&gt; can refer to a broad array of OSCM actions and solutions including the novel application of existing approaches or technology as well as completely novel practices that enhance organizational outcomes. We illustrate the path-dependent evolution in these possibilities, alongside the limitations and opportunities imposed on the set of available possibilities resulting from concurrent evolution in the broader socio-technical system. We present the benefits of deploying a broader array of methodologies in the empirical study of what is, and is not, possible at discrete points in time, as well as the dual process of constraint and expansion in possibilities over time. The resulting empirical efforts to understand possibilities in turn enable novel theory development, elaboration of existing OSCM theory, and opportunities for bridging to other disciplines.&lt;/p&gt;&lt;p&gt;Much of the OSCM literature views uncertainty through the lens of risk (real and probabilistic, or perceived). Other areas of management examine uncertainty from the perspective of available solutions and possible alternatives, as well as &lt;i&gt;opportunity by design&lt;/i&gt; (e.g. in entrepreneurial ventures, strategic decision making, and policy), see Alvarez and Barney (&lt;span&gt;2007&lt;/span&gt;), Dimov (&lt;span&gt;2016&lt;/span&gt;), and McBride and Wuebker (&lt;span&gt;2022&lt;/span&gt;). This latter framing shifts uncertainty away from a troublesome factor to be mitigated and towards a source of potential value creation and progress. We conceptualize economic activity and operations as part of a larger, nearly decomposable, evolving structure (Simon, &lt;span&gt;1962&lt;/span&gt;, &lt;span&gt;2002&lt;/span&gt;). This offers the opportunity to redirect OSCM uncertainty research towards a deeper reflection on what actions and solutions are &lt;i&gt;possible&lt;/i&gt; or &lt;i&gt;impossible&lt;/i&gt; in an evolving socio-technical system—a system in which OSCM is deeply embedded (Arthur, &lt;span&gt;2009&lt;/span&gt;; Simon, &lt;span&gt;2002&lt;/span&gt;). Artificial systems evolve not just through competition and selection but also through purposeful cultivation and design (Simon, &lt;span&gt;1996&lt;/span&gt;). Thus, with technology in the socio-economic context of a complex system, OSCM is part of this larger autopoietic&lt;sup&gt;3&lt;/sup&gt; system—continuously regenerating itself, from itself (Holland, &lt;span&gt;1995&lt;/span&gt;). This centres our attention on the temporal aspect of our work. Specifically, it requires a consideration of how the world is, how it can and cannot be in the future, alongside how it could have b","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"70 8","pages":"1182-1193"},"PeriodicalIF":6.5,"publicationDate":"2024-12-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.1341","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142868368","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":"Examining the role of single versus dual decision-making approach for patient care: Evidence from cardiology patients","authors":"Deepa Goradia,&nbsp;Aravind Chandrasekaran","doi":"10.1002/joom.1340","DOIUrl":"https://doi.org/10.1002/joom.1340","url":null,"abstract":"<p>Research in healthcare suggests that repeated interaction between a provider and a patient can support better decision-making, resulting in improved efficiencies. To date, these repeated interactions enabling continuity of care have not been studied in hospital inpatient settings. During a hospital stay, decisions related to patient treatment are usually made by two key decision-makers: the attending physician (AP) and the operating physician (OP). Under the single decision-making approach (S-DMA), the AP and OP are the same; in contrast, under the dual decision-making approach (D-DMA), the AP and OP are different. In recent years, there has been an increasing trend toward the use of D-DMA over S-DMA across U.S. hospitals owing to scheduling conflicts. Although research outside healthcare operations management has argued for benefits from both approaches, their impacts on a patient's hospital stay are unclear. In this study, we address this gap by investigating the effects of S-DMA and D-DMA on patient care outcomes in terms of patient length of stay (LOS), treatment cost, and mortality. Data for our study come from the state of Florida and involve 520,554 cardiology patients treated by 9483 APs and 18,398 OPs at 241 hospitals between 2014 and 2016. We account for both patient and physician selection issues when choosing a particular decision-making strategy. Our results suggest that, on average, using S-DMA is associated with reduced patient LOS and treatment cost but has no effect on mortality. We also find that S-DMA is more beneficial for patients with low comorbidity and low process uncertainty, whereas D-DMA is more beneficial for patients with high comorbidity and high process uncertainty. Our results are robust to alternative explanations. We demonstrate that a single decision-maker offers benefits in the context of healthcare delivery, but dual decision-makers may yield benefits when caring for patients with high comorbidity and high process complexity. We discuss the implications of these findings for appropriately deploying S-DMA and D-DMA in inpatient services.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"71 1","pages":"11-39"},"PeriodicalIF":6.5,"publicationDate":"2024-11-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143424189","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":"When does it pay to be green? The strategic benefits of adoption speed","authors":"Hung-Chung Su,&nbsp;Wayne Fu,&nbsp;Kevin Linderman","doi":"10.1002/joom.1337","DOIUrl":"https://doi.org/10.1002/joom.1337","url":null,"abstract":"<p>Does the speed of adopting environmental practices impact financial benefits? The strategy literature discusses the contingencies under which firms can gain an early-mover advantage or a late-mover advantage. This research examines the effect of adoption speed on two types of environmental practices: environmental innovation practices (EIP) and environmental management practices (EMP). The results show that early adoption of EIP increases competitive advantage when firms face intense competition. In comparison, we show that early adoption of EMP increases competitive advantage when firms face extremely low competition or have moderate to high levels of slack resources. The study contributes to the literature by revealing the nuances, contingencies, and boundary conditions of when it pays to be green. Prior research shows mixed results when studying firms' decisions to implement environmental practices, which implies that it may not pay to be green. This study shows that firms can get an early mover advantage from environmental practices, but it depends on the type of environmental practices, the firm's internal slack resources, and the firm's external competitive environment.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"70 7","pages":"1155-1177"},"PeriodicalIF":6.5,"publicationDate":"2024-10-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.1337","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142642481","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":"Registered reports review for field experiments","authors":"Huseyn Abdulla,&nbsp;Rafael Escamilla,&nbsp;Rogelio Oliva","doi":"10.1002/joom.1336","DOIUrl":"https://doi.org/10.1002/joom.1336","url":null,"abstract":"&lt;p&gt;In this editorial, we build upon the increased attention of the operations management (OM) community toward field experiments and the recent publication of the Pre-Approved Research Designs Special Issue that provided an initial test of Registered Reports as a novel review process for field experiments in OM. Addressing lingering concerns voiced by the editorial team and learning from the experiences of journals from other disciplines that implemented Registered Reports, we introduce a new initiative and outline a new review process in the &lt;i&gt;Journal of Operations Management&lt;/i&gt; (&lt;span&gt;&lt;/span&gt;&lt;math&gt;\u0000 &lt;mrow&gt;\u0000 &lt;mi&gt;JOM&lt;/mi&gt;\u0000 &lt;/mrow&gt;&lt;/math&gt;) to motivate theory-focused field experiments in OM.&lt;/p&gt;&lt;p&gt;Empirical research in OM strives to uphold two key virtues: providing managerially relevant insights and making meaningful theoretical contributions. Field experiments&lt;sup&gt;1&lt;/sup&gt;—testing treatments in controlled digital and physical field settings—tend to possess the managerial relevance virtue because of their strong engagement with key stakeholders and the practical problems that they face. By contrast, the theoretical contributions of a field experiment depend on the extent to which its insights enrich our causal understanding of real-world phenomena. Critically, the degree to which scientific research based on field experiments in OM can be distinguished from consulting engagements and industrial experiments depends on the extent of its contributions to theory. Indeed, there are many different ways of contributing and forms of contribution to OM theory; however, they all serve a common purpose: to build a &lt;i&gt;causal&lt;/i&gt; understanding of relevant OM phenomena. Field experiments can most decisively establish this causal understanding in the complexity of real-world operations (Ibanez &amp; Staats, &lt;span&gt;2019&lt;/span&gt;). Thus, OM research that tests &lt;i&gt;theoretically&lt;/i&gt; motivated treatments in field settings and provides sufficiently deep causal explanations for the observed effects, while also opening a door for future inquiry, possesses both virtues of empirical research. Consequently, we believe that the field of OM can benefit significantly from such research.&lt;/p&gt;&lt;p&gt;Despite the fact that empirical research employing field experiments as the main methodological approach is on the rise in OM, it has traditionally lagged other disciplines such as economics, marketing, and information systems (Gao et al., &lt;span&gt;2023&lt;/span&gt;). For example, Simester (&lt;span&gt;2017&lt;/span&gt;) reports that 37 field experiments were published in the top five marketing journals between 2010 and 2014, a period in which OM published a total of five field experiments in its top five journals (Gao et al., &lt;span&gt;2023&lt;/span&gt;). Between 2005 and 2021, only 31 research articles with field experiments were published in three top-tier OM journals: &lt;i&gt;JOM&lt;/i&gt;, &lt;i&gt;Manufacturing &amp; Service Operations Management&lt;/i&gt; (&lt;i&gt;MSOM&lt;/i&gt;), and &lt;i&gt;Production and","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"70 7","pages":"1042-1047"},"PeriodicalIF":6.5,"publicationDate":"2024-10-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.1336","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142642046","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}