Journal of Operations Management最新文献

{"title":"Explicating the microfoundations of operational excellence in services: A capabilities perspective","authors":"Vijaya Sunder M,&nbsp;Kevin Linderman","doi":"10.1002/joom.1325","DOIUrl":"10.1002/joom.1325","url":null,"abstract":"<p>The operations management community has recognized operational excellence as a contemporary arena comprising a full spectrum of research paradigms. However, there is a dearth of theoretical development aimed at understanding and unpacking operational excellence and its strategic implications for competitiveness. Much of the existing research focuses on siloed operational improvement practices rather than on inherent capabilities. In this paper, we conceptualize operational excellence from a capabilities perspective. We derive our findings from within- and cross-case analyses based on data gathered from four global banks with varying competitive positions. We posit the microfoundations of operational excellence in services by demonstrating how the cumulative aggregation of constituent capabilities leads to higher competitiveness in firms. We enhance the external validity of the emergent theory by showing its applicability in another service setting (healthcare). Our study demonstrates the importance of shifting managerial thinking from individual operational improvement practices to long-term capability building through the microfoundations of operational excellence.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"70 7","pages":"1048-1075"},"PeriodicalIF":6.5,"publicationDate":"2024-07-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141649528","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":"Registered reports in operations management: Lessons from an experimental trial","authors":"Aravind Chandrasekaran,&nbsp;Rogelio Oliva,&nbsp;Bradley R. Staats","doi":"10.1002/joom.1322","DOIUrl":"10.1002/joom.1322","url":null,"abstract":"&lt;p&gt;Field experiments involve the practice of conducting controlled interventions wherein researchers collaborate with practicing managers to study the effects of such interventions on a subset of subjects, processes or entities (Ibañez &amp; Staats, &lt;span&gt;2019&lt;/span&gt;). In recent years, Operations Management (OM) as a field has seen significant interest to conducting field experiments as evidenced by studies in healthcare delivery (Anand et al., &lt;span&gt;2021&lt;/span&gt;; Staats et al., &lt;span&gt;2017&lt;/span&gt;), retail operations (Chuang et al., &lt;span&gt;2016&lt;/span&gt;; Craig et al., &lt;span&gt;2016&lt;/span&gt;) and recycling (McKie et al., &lt;span&gt;2024&lt;/span&gt;). While there are several benefits to conducting field experiment such as improved external validity, reduced observer bias and improved causal inference, field experiments require considerable relational investments, often require substantial time in data collection, and carry significant risks such as loss of access to participant sites through attrition. Given these points, OM researchers often shy away from field experiments as primary research method. By doing so, however, they miss an opportunity to ask and answer bold questions that can challenge existing OM theories and offer richer insights.&lt;/p&gt;&lt;p&gt;As an illustrative example, consider the age-old question on why operational excellence initiatives (e.g., Lean/Six Sigma, Process Management) fail to sustain themselves over time. There have been many studies exploring the factors that influence the adoption and use of operational excellence in a variety of industry contexts (e.g., Anand et al., &lt;span&gt;2021&lt;/span&gt;; Anderson &amp; Chandrasekaran, &lt;span&gt;2024&lt;/span&gt;; Shah &amp; Ward, &lt;span&gt;2003&lt;/span&gt;; Sterman et al., &lt;span&gt;2002&lt;/span&gt;). These studies have capitalized on several research methods including case studies, surveys, analytical models, and econometric methods. Yet, the explanations delivered from these studies leave important questions unanswered. One way to address this gap would involve the use of carefully constructed field experiments, with specific sets of interventions supporting operational excellence initiatives adopted by organizations or their units, with some controls for otherwise confounding factors, and with monitoring in place to observe their impacts over time. Unfortunately, the challenges of recruiting enough firms to secure an adequate sample size, controlling for potential spillover effects and attrition, and ensuring compliance in the experimental protocol, renders a potential research project with lead time that could run into years and with significant risk and uncertainty. Accordingly, given time pressures on faculty publishing, the paucity of such rich studies into these complex settings is far from surprising. Instead, we continue to make incremental knowledge creation through alternative research designs.&lt;/p&gt;&lt;p&gt;For this special issue, we were particularly motivated by the prospect of supporting authors interested in questions that requi","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"70 5","pages":"678-685"},"PeriodicalIF":6.5,"publicationDate":"2024-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.1322","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141529232","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 health promotion and prevention: Evidence from a food and health partnership model of care","authors":"John Lowrey,&nbsp;Aravind Chandrasekaran,&nbsp;Amy Headings,&nbsp;Ayaz Hyder","doi":"10.1002/joom.1321","DOIUrl":"10.1002/joom.1321","url":null,"abstract":"<p>Health promotion and disease prevention requires health systems address the patients' social needs using new care delivery models. Yet, research in this area has stalled for several reasons. We study a partnership model of care that couples clinical care delivered by primary care providers and social services delivered by community-based organizations, and its impact on patients' preventive health outcomes and behaviors. We use data from the Mid-Ohio Farmacy, which is a collaboration across the Mid-Ohio Food Collective (MOFC), a network of 650+ affiliated food pantries, and a large federally qualified health center (FQHC). The FQHC offers primary and preventative healthcare services across eight free clinics, which are co-located with the MOFC-affiliated food pantries. Patients were screened for food insecurity during their clinic visit and, if positive, were referred to the Farmacy. Compliers made at least one visit to the food pantry after referral, while noncompliers did not. Using difference-in-differences, we find that compliers had no discernible change in their body mass index (BMI, kg/m²), which we refer to as a BMI stabilization effect. Noncompliers' BMI increased after referral. High comorbid and high pantry use compliers experienced a significant reduction in their BMI and a marginally significant reduction in glycated hemoglobin (HbA1c, %). These patients had unique compliance behaviors, including greater search, frequency, and consistency of food pantry use. Travel costs suggests that high comorbid patients ascribed a greater value to the Farmacy program. In terms of primary care utilization, we find that compliers' clinic visit patterns after referral were consistent with the visit patterns observed in the food secure cohort, suggesting that the Farmacy program may have helped compliers address competing demands that are known to inhibit health behaviors.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"70 6","pages":"1007-1038"},"PeriodicalIF":6.5,"publicationDate":"2024-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.1321","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141512342","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":"Managing coopetition dynamics: A longitudinal study of a multiparty alliance formation in a large utilities project","authors":"Renate Taubeneder,&nbsp;Jens K. Roehrich,&nbsp;Beverly B. Tyler,&nbsp;Brian Squire,&nbsp;Devi R. Gnyawali","doi":"10.1002/joom.1320","DOIUrl":"10.1002/joom.1320","url":null,"abstract":"<p>Multiparty alliances (MPAs) are increasingly used to deliver large utilities infrastructure projects on-time, on-budget, and to specified quality. In theory, MPAs should help buyers to coordinate suppliers, enable concurrent scheduling, and create process innovations. On the other hand, these governance structures are inherently less stable than dyadic relationships due to their additional complexity and greater opportunities for free riding. We conduct a multi-source, longitudinal study, investigating how a buyer actively manages the dynamics between competition and cooperation during the formation of an MPA consisting of a lead organization and directional relationships between all partners. We contribute to MPA and coopetition literature by exploring cooperation and competition dynamics that are associated with the MPA structure that would largely be absent in dyads, and unpack the process by which a buyer orchestrates these dynamics by sequentially introducing new initiatives that seek to balance coopetition. MPAs have been recommended by governments and industry bodies as one solution for time and cost overruns in the utilities infrastructure sector, our study also provides guidance to buyers on the management of the alliance during the critical formation stage of the relationship lifecycle.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"70 6","pages":"875-903"},"PeriodicalIF":6.5,"publicationDate":"2024-06-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.1320","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141505390","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":"Causal inference under selection on observables in operations management research: Matching methods and synthetic controls","authors":"Övünç Yılmaz,&nbsp;Yoonseock Son,&nbsp;Guangzhi Shang,&nbsp;Hayri A. Arslan","doi":"10.1002/joom.1318","DOIUrl":"10.1002/joom.1318","url":null,"abstract":"<p>The majority of recent empirical papers in operations management (OM) employ observational data to investigate the causal effects of a treatment, such as program or policy adoption. However, as observational data lacks the benefit of random treatment assignment, estimating causal effects poses challenges. In the specific scenario where one can reasonably assume that all confounding factors are observed—referred to as <i>selection on observables</i>—matching methods and synthetic controls can assist researchers to replicate a randomized experiment, the most desirable setting for drawing causal inferences. In this paper, we first present an overview of matching methods and their utilization in the OM literature. Subsequently, we establish the framework and provide pragmatic guidance for <i>propensity score matching</i> and <i>coarsened exact matching</i>, which have garnered considerable attention in recent OM studies. Following this, we conduct a comprehensive simulation study that compares diverse matching algorithms across various scenarios, providing practical insights derived from our findings. Finally, we discuss <i>synthetic controls</i>, a method that offers unique advantages over matching techniques in specific scenarios and is expected to become even more popular in the OM field in the near future. We hope that this paper will serve as a catalyst for promoting a more rigorous application of matching and synthetic control methodologies.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"70 5","pages":"831-859"},"PeriodicalIF":6.5,"publicationDate":"2024-06-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141505357","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":"Follow-suit or free-ride? A relational view of CSR diffusion in a supply chain with customer–supplier closure","authors":"Ellie C. Falcone,&nbsp;Tingting Yan,&nbsp;Brian S. Fugate","doi":"10.1002/joom.1319","DOIUrl":"10.1002/joom.1319","url":null,"abstract":"<p>Embedded in networks of relationships, firms are who they buy from and sell to. As a result, a firm's corporate social responsibility (CSR) practices can be influenced by CSR practices of its customers and suppliers—known as CSR diffusion. This study examines how CSR diffuses in a supply chain that encompasses a focal firm, its suppliers, and customers. Adopting a relational view, this research hypothesizes that a firm's CSR is influenced by its customer-base CSR differently than its supply-base CSR. By analyzing panel data consisting of 1972 firm-year observations integrated from multiple data sources, the results offer evidence for a positive impact of customer-base CSR and a negative impact of supply-base CSR on firm CSR. Interestingly, when customers and suppliers of a focal firm establish direct business connections (i.e., customer–supplier closure), the positive follow-suit effect of customer-base CSR is enhanced. In contrast, the negative free-ride effect of supply-base CSR is diminished. This suggests that a focal firm is more likely to embrace CSR practices from CSR-active supply chain partners when embedded in closed triads. This research shows the need to consider the directionality and closure of relationships in understanding the diffusion of voluntary, ill-defined, costly operational practices within a supply chain.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"70 6","pages":"979-1006"},"PeriodicalIF":6.5,"publicationDate":"2024-06-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141367009","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":"Do mid-level providers enhance hospital cost per discharge or triple aim performance efficiency? An exploratory analysis","authors":"Aaron W. Bonnett,&nbsp;Gregory R. Heim","doi":"10.1002/joom.1307","DOIUrl":"10.1002/joom.1307","url":null,"abstract":"<p>Hospital administrators are shifting care delivery models toward an approach that uses more caregivers in the form of mid-level providers (MLPs), such as nurse practitioners, physician assistants, and clinical nurse specialists. To date, however, healthcare operations management (OM) literature remains ambiguous about longitudinal empirical associations between mid-level providers and hospital costs, quality, and other performance measures. We analyze how the extent of MLP employment used by a hospital is associated with hospital operational outcomes, as reflected by hospital cost per discharge and Triple Aim Performance (TAP) efficiency metrics. Our findings indicate percent MLP usage is positively associated with efficiency metrics for hospital clinical quality, technical efficiency, and patient experience, but not associated with hospital costs. We also find percent MLP usage is associated with the likelihood that hospitals excel on all TAP metrics simultaneously. Post-hoc exploratory analyses suggest the associations exhibit differential outcomes across hospital efficiency quantiles, while sub-sample analyses motivate boundary conditions for some hypothesized MLP associations. We contribute to healthcare OM research by providing one of the first panel data analyses of MLPs, improving insights relative to extant work. By giving key stakeholders useful findings about outcomes associated with hospital staffing trends, our managerial contribution helps hospital administrators understand empirical consequences of the increasing use of MLPs.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"70 5","pages":"793-830"},"PeriodicalIF":6.5,"publicationDate":"2024-05-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141172303","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":"Locking in overseas buyers amid geopolitical conflicts","authors":"Di Fan,&nbsp;Pengcheng Ma,&nbsp;Lin Cui,&nbsp;Daphne W. Yiu","doi":"10.1002/joom.1316","DOIUrl":"https://doi.org/10.1002/joom.1316","url":null,"abstract":"<p>Geopolitical conflicts, particularly economic ones, introduce significant uncertainties into the global supply chain. The impact of these conflicts on cross-border buyer–supplier transactions remains underexplored, as does the capability of global suppliers to mitigate such risks by locking in their foreign buyers. Employing a combined perspective of resource dependence theory and transaction cost economics, we examine a natural experiment to investigate the effects of the 2018 U.S.–China trade war on the transactional relationships between Chinese suppliers and their U.S. buyers. Our study reveals that the trade war generally adversely affected these buyer–supplier transactional relationships, leading to a negative abnormal transaction value in the affected dyads, which amounted to 18.42% of their pre-event level. However, we find that this adverse impact can be attenuated when Chinese suppliers demonstrate superior innovation capabilities, higher corporate social responsibility performance, or fewer local political ties. These findings yield insights for international suppliers and buyers on strategies to maintain buyer–supplier transactions and minimize the detrimental effects on global supply chain relationships during geopolitical conflicts.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"70 5","pages":"756-792"},"PeriodicalIF":6.5,"publicationDate":"2024-05-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.1316","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141730240","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 impact of project-based interorganizational networks: Evidence from the Chinese movie industry","authors":"Lingjia Li,&nbsp;Yongyi Shou","doi":"10.1002/joom.1317","DOIUrl":"10.1002/joom.1317","url":null,"abstract":"<p>Project-based interorganizational networks are temporary and dynamic, and significantly different from stable networks for mass production. However, empirical studies on project-based interorganizational networks are scant. Drawing upon the network literature and distinguishing between production and distribution networks, we investigate how the centrality of a project in industry networks and tie strength of the project's member firms affect project performance in terms of product quality and sales. Using data of 821 Chinese movie projects during 2015–2018, we find empirical evidence that a project's centrality in the production network enhances product quality and that in the distribution network elevates product sales. Interestingly, weak ties in the production team contribute to product quality while strong ties in the distribution team improve product sales. This study advances the literature on project-based industries and interorganizational networks. It highlights the distinction between production and distribution networks in project-based industries and sheds light on the differential roles of a project's centrality and tie strength in both networks. These findings also offer novel insights to managers in project-based industries.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"70 6","pages":"957-978"},"PeriodicalIF":6.5,"publicationDate":"2024-05-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141119039","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":"Holding North: Recognizing identity and advancing contribution in operations management","authors":"Elliot Bendoly,&nbsp;Rogelio Oliva","doi":"10.1002/joom.1306","DOIUrl":"10.1002/joom.1306","url":null,"abstract":"&lt;p&gt;Across universities, agencies and corporate institutions, attention is often drawn to the value of interdisciplinary translational research. For good reason. Interdisciplinary approaches can provide the means by which to accomplish the most impactful and practical of academic, social and commercial advancements. They imply a capitalization on integrative problem-solving, benefiting from the insights of various perspectives and knowledge bases. While motivating and coordinating such collaborations can be challenging, at the core of the argument for interdisciplinary effort is the presumption that individual disciplines bring unique value to the table. Just as interdisciplinary research cannot exist without unique disciplinary contributions, individual disciplines have no hope of advancing their unique contributions without a clear understanding of their identity relative to other disciplines. In other words, they need to know and hold-to their own ‘true North.’&lt;/p&gt;&lt;p&gt;Although the &lt;i&gt;Journal of Operations Management&lt;/i&gt; (JOM) is open to diversity in empirical approaches, methods, and epistemologies, the journal's Aims and Scope are clear in articulating that at the core of the work that JOM aims to publish is &lt;b&gt;empirical research&lt;/b&gt; motivated by relevant &lt;b&gt;operations management&lt;/b&gt; problems. Indeed, historically, the journal has published everything from ethnographic work to econometric studies of secondary data. It has showcased interview-based field work, case studies, field and lab experimental work, as well as intervention studies. Developmentally, the work has ranged from exploratory research reporting new regularities to formal testing of established hypotheses.&lt;/p&gt;&lt;p&gt;Good research design would have us assemble the data required to develop, test, and refine our hypotheses or to answer our research questions. Recent developments in information technology and governmental reporting requirements, however, have created a wealth of data, to the point that it is now sensible for researchers to consider how to leverage it. At the same time, this availability of easily accessible data, together with the desirability of interdisciplinary work, has yielded an increasing number of submissions out of the journal's scope. While we recognize the potential usefulness of these data to explore and expand the boundaries and interfaces of Operations Management with other disciplines, we believe it is important to remind ourselves of our own ‘true North.’&lt;/p&gt;&lt;p&gt;The identity of the Operations Management discipline can occasionally appear nebulous to those outside the field. Though supply chain disruptions have made numerous headlines in the recent years, the field hasn't benefited from the many decades of notoriety and personal exposure that other management fields have. Adults with experience filing taxes, maintaining bank accounts, applying for and paying off loans, and investing for retirement all have some sense, as skewed as it may be, of disciplines s","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"70 4","pages":"518-522"},"PeriodicalIF":7.8,"publicationDate":"2024-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.1306","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140830433","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}