Journal of Operations Management最新文献

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

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

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

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

{"title":"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":"An empirically grounded analytical approach to hog farm finishing stage management: Deep reinforcement learning as decision support and managerial learning tool","authors":"Panos Kouvelis,&nbsp;Ye Liu,&nbsp;Danko Turcic","doi":"10.1002/joom.1342","DOIUrl":"https://doi.org/10.1002/joom.1342","url":null,"abstract":"<p>In hog farming, optimizing hog sales is a complex challenge due to uncertain factors, such as hog availability, market prices, and operating costs. This study uses a Markov Decision Process (MDP) to model these decisions, revealing the importance of the final weeks in profit management. The MDP's intractability due to the curse of dimensionality leads us to employ Deep Reinforcement Learning (DRL) for optimization. Using real-world and synthetic data, our DRL model outperforms existing practices. However, it lacks interpretability, hindering trust and legal compliance in the food industry. To address this, we introduce “managerial learning,” extracting actionable insights from DRL outputs using classification trees that would have been difficult to obtain otherwise. We leverage these insights to devise a smart heuristic that significantly beats the heuristic currently used in practice. This study has broader implications for operations management, where DRL can solve complex dynamic optimization problems that are often intractable due to dimensionality. By applying methods, such as classification trees and DRL, one can scrutinize solutions for actionable managerial insights that can enhance existing practices with straightforward planning guidelines.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"71 4","pages":"426-446"},"PeriodicalIF":6.5,"publicationDate":"2024-12-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144207091","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":"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":"Real-time demands, restaurant density, and delivery reliability: An empirical analysis of on-demand meal delivery","authors":"Xiaohan Li,&nbsp;Xuequn Wang,&nbsp;Zilong Liu,&nbsp;Jie Zhang,&nbsp;Jiafu Tang","doi":"10.1002/joom.1339","DOIUrl":"https://doi.org/10.1002/joom.1339","url":null,"abstract":"<p>A surge in technological advancements and innovations has spurred the rise of on-demand meal delivery platforms. Despite their widespread appeal, these platforms face two critical challenges (i.e., order batching and demand allocation) in effectively managing the delivery process while maintaining reliability. In response, this study aims to address these two challenges by examining the effects of real-time demands and restaurant density on delivery reliability, as well as how the type of driver (i.e., in-house versus crowdsourced drivers) moderates these effects. We evaluated our model with a unique dataset obtained from one of the top three on-demand meal delivery platforms in China, and our research sheds light on several key findings. Specifically, our study finds inverted U-shaped relationships between real-time demands and delivery reliability and a positive relationship between restaurant density and delivery reliability. In addition, it reveals that crowdsourced drivers perform better than in-house drivers under high real-time demands. This study contributes to the literature by clarifying how delivery reliability can be influenced by real-time demands and restaurant density. The results offer important implications for on-demand meal delivery platforms to improve delivery performance and allocate demands amid complicated market conditions.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"71 2","pages":"246-292"},"PeriodicalIF":6.5,"publicationDate":"2024-11-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143638713","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}