Journal of Operations Management最新文献

{"title":"Friend or foe? The impact of refurbished products in markets with network effects and standards competition","authors":"Yilong (Eric) Zheng,&nbsp;Qi Wang,&nbsp;Chang Hee Park","doi":"10.1002/joom.1279","DOIUrl":"10.1002/joom.1279","url":null,"abstract":"<p>The practice of offering refurbished products has become increasingly prevalent, yet limited research has studied the potential consequences of this emerging product strategy on the market performance of the corresponding brand-new products. This study addresses this gap by examining the impact of refurbished products in markets characterized by network effects and standards competition, while considering the developmental stage of the technology standard employed by the products. Introducing refurbished products, primarily remanufactured from returned items, can pose challenges such as sales cannibalization and negative perceptions of product quality. We propose that introducing refurbished products can also generate positive effects, because the availability of refurbished products can be perceived as an indication of sizable prior sales of the brand-new counterparts, alleviating consumers' concerns regarding an insufficient user base and limited availability of complementary products. Our empirical and experimental studies consistently demonstrate that the availability of refurbished products adversely affects the market value and purchase intention of the corresponding brand-new products employing established technology standards. In contrast, the introduction of refurbished products does not have such a detrimental effect on products utilizing unestablished standards. Moreover, for a specific group of consumers, this green product strategy increases their purchase intention of brand-new products. The managerial implications of the findings are discussed.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"70 2","pages":"224-242"},"PeriodicalIF":7.8,"publicationDate":"2023-11-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135680072","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":"Mitigating the curse of complexity: The role of focus and the implications for costs of care","authors":"Sriram Thirumalai,&nbsp;Sarv Devaraj","doi":"10.1002/joom.1278","DOIUrl":"10.1002/joom.1278","url":null,"abstract":"<p>There has been a resurgence of interest in the role of operational focus in the healthcare operations literature in the backdrop of increasing demand for efficient and effective care. However, the evidence on the benefits of focus in healthcare is mixed. Our study proposes that a key piece of this puzzle that is been largely missing is an explicit consideration of the complexity of patient care needs. Specifically, our study serves to answer the questions: How does the complexity of care requirements affect care delivery operations? How does focus across the hierarchical levels of care affect care delivery outcomes across complexity regimes? The empirical analysis in the study is based on a large generalizable dataset of 246,663 patient discharges across 26 categories at 154 hospitals. We develop a multi-factor measure of complexity of care requirements. The study results point to the deleterious impact of complexity on the costs of care. Next, our findings highlight the differential impact of focus across hierarchical levels (task-level focus, category-level focus, and selective focus in related areas) on the costs of care. Third, our study findings highlight the role of focus in mitigating the effects of complexity on costs in a healthcare setting. We discuss the implications of the study findings for theory and practice, and the directions for future research.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"70 1","pages":"157-179"},"PeriodicalIF":7.8,"publicationDate":"2023-10-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.1278","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135413446","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":"Closed loop supply chains in apparel: Current state and future directions","authors":"Meltem Denizel,&nbsp;Caroline Z. Schumm","doi":"10.1002/joom.1274","DOIUrl":"10.1002/joom.1274","url":null,"abstract":"<p>The apparel and textile industry (AT) is considered one of the most polluting industries in the world due to the complexity of the supply chain and the high volume of natural resources and toxic chemicals used during manufacturing. Closed loop supply chains (CLSC) for apparel and textile are unique and therefore the circular economy solutions that exist for other industries, especially the electronics industry where these solutions are used extensively, may not be successful. This study aims to evaluate the practices of fashion brands that currently employ a CLSC to better understand the existing strategies and prevalent issues in comparison to the electronics industry. We developed a framework based on factors that identify the delineating aspects of a CLSC and performed a content analysis of the publicly available sustainability reports of companies. The results show the need for different solutions between the industries and indicate a need for research that is informed by the AT specific contextual factors since one-fits-all solutions will not work well across industries.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"70 2","pages":"190-223"},"PeriodicalIF":7.8,"publicationDate":"2023-09-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.1274","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135925574","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":"Behavioral multi-lever decision-making: A study of consumer return policy, price, and inventory decisions","authors":"Han Kyul Oh,&nbsp;Huseyn Abdulla,&nbsp;Rogelio Oliva","doi":"10.1002/joom.1276","DOIUrl":"10.1002/joom.1276","url":null,"abstract":"<p>Consumer return policies have been long recognized and studied by operations management scholars as an important managerial lever in a retail environment. Yet, the behavioral aspects of return policy decision-making and interaction of return policy decisions with other common operational decisions have not been investigated to date. We present a behavioral analysis of return policy decision-making in a retail environment with aggregate demand and individual product valuation uncertainties. Leveraging a generalized newsvendor context, we conduct a randomized behavioral experiment to understand how individuals make each of the three key retail decisions—refund amount, price, and order quantity—and the causal effect of salvage value on these decisions. We find that decision-makers exhibit behavioral regularities in making decisions across the three levers and they react to changes in the operating conditions in a boundedly rational manner, suggesting the use of heuristics. Based on behavioral regularities that we observe in our data—that is, responses, time-dependent effects, and decision dependencies—we develop a process theory based on behavioral decision-making tenets that offers a new direction with testable hypotheses for future research. The process theory describes a conditional decision-making heuristic that leads to a propagation of decision errors across different levers as well as lever-specific decision biases.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"70 1","pages":"137-156"},"PeriodicalIF":7.8,"publicationDate":"2023-09-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.1276","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44378647","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":"Designing the transition to operations in large inter-organizational projects: Strategy, structure, process, and people","authors":"Xinyue Zhang,&nbsp;Juliano Denicol,&nbsp;Paul W. Chan,&nbsp;Yun Le","doi":"10.1002/joom.1275","DOIUrl":"10.1002/joom.1275","url":null,"abstract":"<p>The transition from projects to operations requires a spanning from more temporary, goal-oriented, and evolving organizational forms to more permanent, routine, and ongoing organizational forms. A question of practical and theoretical significance is how to organize the transition to operations in large inter-organizational projects. To answer this question, we conducted a longitudinal case study of Beijing Daxing International Airport, which is the largest transportation hub in China to date, and provides rich evidence for successfully managing the transition to operations. By analyzing the organizational design strategy, structures, processes, and management of people in the transition, we provide a synthetic framework for designing the transition to operations in large inter-organizational projects. The framework provides a set of considerations to design organizational boundaries that build connections, emphasize coordination, and achieve continuity between projects and operations. This study contributes to the nexus of operations management and project management and the organizational design of large inter-organizational projects.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"70 1","pages":"107-136"},"PeriodicalIF":7.8,"publicationDate":"2023-09-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.1275","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48409440","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":"Down the drain: The dynamic interplay of governance adjustments addressing setbacks in large public–private projects","authors":"F. Fang,&nbsp;W. van der Valk,&nbsp;B. Vos,&nbsp;H. A. Akkermans","doi":"10.1002/joom.1277","DOIUrl":"10.1002/joom.1277","url":null,"abstract":"<p>Large government projects involving public–private collaborations inherently suffer from setbacks such as delays, cost overruns, or failure to meet contracted performance. Such setbacks may effectively be addressed through adjustments to contractual and relational governance; yet to date, the dynamics of governance adjustments and their interplay in addressing setbacks is not well understood. This research presents a dynamic theory of how parties can effectively address project setbacks through adjustments to contractual and relational governance. The dynamic theory was generated using longitudinal case data from two large public–private projects in the Netherlands that faced comparable project setbacks but deployed opposing governance adjustments, leading to drastically different project outcomes (i.e., collapse vs. recovery). This theory was then elaborated through two more cases and evidence from the literature. A system dynamics simulation model was then built that reproduces the different governance adjustments and outcomes observed in the four projects and serves to extend theory building. The refined theory not only shows under what conditions adjustments to contractual or relational governance are most effective, but also that governance adjustment interplay may trigger unintended side effects. As such, the theory explains why the careful balancing of governance adjustments is critical to project outcomes.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"70 1","pages":"80-106"},"PeriodicalIF":7.8,"publicationDate":"2023-08-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.1277","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45243331","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":"Digital transformation in operations management: Fundamental change through agency reversal","authors":"Spyros Angelopoulos,&nbsp;Elliot Bendoly,&nbsp;Jan Fransoo,&nbsp;Kai Hoberg,&nbsp;Carol Ou,&nbsp;Antti Tenhiälä","doi":"10.1002/joom.1271","DOIUrl":"10.1002/joom.1271","url":null,"abstract":"&lt;p&gt;The emergence of digital technologies across all aspects of operations management (OM) has enabled shifts in decision making, shaping new operational dynamics and business opportunities. The associated scholarly discussions in information systems (IS) and OM span digital manufacturing (e.g., Roscoe et al., &lt;span&gt;2019&lt;/span&gt;), the digitalization of OM and supply chain management (e.g., Holmström et al., &lt;span&gt;2019&lt;/span&gt;), platform outcomes (e.g., Friesike et al., &lt;span&gt;2019&lt;/span&gt;), and economies of collaboration (e.g., Hedenstierna et al., &lt;span&gt;2019&lt;/span&gt;). For such changes to be successful, however, there is a need for organizations to go beyond the mere adoption of digital technologies. Instead, successful changes are transformational, delving into digital transformation (DT) endeavors (Vial, &lt;span&gt;2019&lt;/span&gt;), which in turn can enable operational improvements in organizational performance (Davies et al., &lt;span&gt;2017&lt;/span&gt;), lead to structural changes in operations processes, and may result in new business models being deployed.&lt;/p&gt;&lt;p&gt;Appropriately, DT endeavors are increasingly treated in both the IS and OM literature as an ongoing process rather than an isolated project with a clear start and finish (e.g., Struijk et al., &lt;span&gt;2022&lt;/span&gt;). Here, we adopt this line of reasoning and specifically treat DT endeavors as: “&lt;i&gt;the use of digital technologies to evolve operational activities by creating new or transforming existing processes, cultures, and customer experiences to meet changing business and market requirements&lt;/i&gt;.” Such a perspective is somewhat distinct from widely adopted definitions of DT in IS and OM (e.g., Vial, &lt;span&gt;2019&lt;/span&gt;), as well as from the strict consideration of radical operational innovation (cf. Hammer, &lt;span&gt;2004&lt;/span&gt;). Specifically, our perspective is neither predicated on “disruption” per se, nor limited by such transformations being fundamentally strategic ones for the focal organization. In other words, DT endeavors can (i) extend into the creation of new organizational processes, (ii) transform existing processes either incrementally or more substantially, (iii) shift decision making with regard to those processes, (iv) enable the consideration of new business models, and (v) largely serve as a source of facilitation and synergy in existing ones. In this special issue, we characterize the specific role of &lt;i&gt;DT in OM&lt;/i&gt; as follows: &lt;i&gt;through DT endeavors, digital technologies have the potential to affect OM processes and decision-making with regard to finance, design, production, and the delivery of products, services, or combinations of them&lt;/i&gt;.&lt;/p&gt;&lt;p&gt;The broader OM literature has already set the stage for the consideration of new business models and innovation tournaments that have been extensively influenced by DT endeavors, such as platform services, omnichannel retail, supply chain information exchange, and Internet of Things (IoT)-enabled operations. This line of research can contribute t","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"69 6","pages":"876-889"},"PeriodicalIF":7.8,"publicationDate":"2023-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.1271","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43148428","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":"We can work it out: A multilevel examination of relationships among group and individual technology workarounds, and performance","authors":"Shaobo Wei,&nbsp;Xiayu Chen,&nbsp;Ronald E. Rice","doi":"10.1002/joom.1267","DOIUrl":"10.1002/joom.1267","url":null,"abstract":"<p>Despite the operational nature of enterprise system (ES) implementation and use, individual employees or work groups may deploy technology workarounds to circumvent inflexibility in or obstacles to using the ES. However, our understanding of the multilevel nature of technology workarounds and their performance implications remains limited. Drawing upon the multilevel theory of system usage and adaptive structuration theory, the current study examines the conditions under which group technology workarounds affect group performance, individual technology workarounds, and individual performance. Based on two studies with different research designs, we find that group technology workarounds have distinctive effects on short- and on long-term group performance. Specifically, while the impact of group technology workarounds on group performance is significantly positive in the short term, such effect diminishes over time. System failure and competition intensity strengthen the positive effect of group technology workarounds on short-term performance, whereas system failure and task nonroutineness lessen the negative effect of group technology workarounds on long-term performance. Our study further confirms the multilevel nature of technology workarounds, finding that group technology workarounds can influence individual technology workarounds and thereby individual performance. Our results support the view that technology workarounds as a group action should be considered alongside individual technology workarounds, as well as their positive and negative effects on both group and individual performance, in both the short- and long-term.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"69 6","pages":"1008-1038"},"PeriodicalIF":7.8,"publicationDate":"2023-07-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48135356","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":"Customer base environmental disclosure and supplier greenhouse gas emissions: A signaling theory perspective","authors":"Sining Song,&nbsp;Jie Lian,&nbsp;Keith Skowronski,&nbsp;Tingting Yan","doi":"10.1002/joom.1272","DOIUrl":"10.1002/joom.1272","url":null,"abstract":"<p>As suppliers' emissions contribute to a significant portion of the global environmental footprint, achieving supply chain wide carbon neutrality largely depends on suppliers' greenhouse gas (GHG) emissions reductions. Although suppliers' customers are increasingly signaling their commitment to tackling climate change through environmental disclosure, whether this signal contributes to supplier emissions reduction remains a question. Using signaling theory, this research proposes an emissions-reducing effect of customer base environmental disclosure on a supplier's GHG emissions level. Using a 2010–2017 panel dataset from multiple sources, we find empirical evidence supporting the upstream emissions-reducing effect of customer base environmental disclosure. Further, we identify two customer-base characteristics that affect this relationship: customer base climate innovation and competition. These findings contribute to the sustainable supply chain management literature by illustrating the effects of the customer base on supplier emissions performance. Specifically, customers could motivate a supplier's engagement in emissions reduction by collectively signaling their environmental commitment through enhanced disclosure. However, the effectiveness of this signaling effect can be contingent on the green innovation and competitive dynamics of the customer base.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"70 3","pages":"355-380"},"PeriodicalIF":7.8,"publicationDate":"2023-07-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.1272","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47304344","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":"Platform evolution in large inter-organizational collaborative research programs","authors":"Giovanni Radaelli,&nbsp;Dimitrios Spyridonidis,&nbsp;Graeme Currie","doi":"10.1002/joom.1273","DOIUrl":"10.1002/joom.1273","url":null,"abstract":"<p>We examine the role of platform sponsors and program managers in evolving a platform to stimulate inter-organizational collaboration in large research programs. Through a 5-year longitudinal case study, we analyzed a large inter-organizational collaborative research program in England, underpinned by the CLAHRC platform, sponsored by the NIHR. The research program attracted clinical academics in universities and clinical practitioners in a range of healthcare providers to collaborate in an ensemble of projects to drive evidence-based care for patients with long-term health conditions. Program managers struggled to facilitate collaboration through the platform, despite a highly decentralized governance approach. Our study identifies three mechanisms through which the platform sponsor and program managers revised the platform's governance strategies to enhance collaboration: (i) they instituted “interruptive events,” which routinely stopped projects, and analyzed if and why organizations struggle to collaborate; (ii) they expanded, rather than restricted, access rules for collaboration through “platform renting”; (iii) they re-distributed, rather than re-centralized, governance, to reduce unnecessary interdependences across collaborators attracted by the platform.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"70 1","pages":"22-49"},"PeriodicalIF":7.8,"publicationDate":"2023-07-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.1273","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46022131","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}