Journal of Operations Management最新文献

{"title":"Transition paths for condition-based maintenance-driven smart services","authors":"Henk Akkermans,&nbsp;Rob Basten,&nbsp;Quan Zhu,&nbsp;Luk Van Wassenhove","doi":"10.1002/joom.1295","DOIUrl":"10.1002/joom.1295","url":null,"abstract":"<p>This research investigates growth inhibitors for smart services driven by condition-based maintenance (CBM). Despite the fast rise of Industry 4.0 technologies, such as smart sensoring, internet of things, and machine learning (ML), smart services have failed to keep pace. Combined, these technologies enable CBM to achieve the lean goal of high reliability and low waste for industrial equipment. Equipment located at customers throughout the world can be monitored and maintained by manufacturers and service providers, but so far industry uptake has been slow. The contributions of this study are twofold. First, it uncovers industry settings that impede the use of equipment failure data needed to train ML algorithms to predict failures and use these predictions to trigger maintenance. These empirical settings, drawn from four global machine equipment manufacturers, include either under- or over-maintenance (i.e., either too much or too little periodic maintenance). Second, formal analysis of a system dynamics model based on these empirical settings reveals a sweet spot of industry settings in which such inhibitors are absent. Companies that fall outside this sweet spot need to follow specific transition paths to reach it. This research discusses these paths, from both a research and practice perspective.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"70 4","pages":"548-567"},"PeriodicalIF":7.8,"publicationDate":"2024-01-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.1295","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139607475","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"How do suppliers respond to institutional complexity? Examining voluntary public environmental disclosure in a global manufacturing supply network","authors":"William Diebel,&nbsp;Jury Gualandris,&nbsp;Robert D. Klassen","doi":"10.1002/joom.1293","DOIUrl":"10.1002/joom.1293","url":null,"abstract":"<p>When making decisions about their commitments to environmental practices and performance, suppliers face heterogenous institutional logics and their diverse prescriptions for action. How do suppliers respond to such institutional complexity? We examine this question in the context of suppliers' voluntary public environmental disclosures (disclosure). Specifically, our study assembles a unique panel data set of global manufacturing suppliers and their annual contractual relationships with buyers. Building on the institutional logics perspective and the sustainable supply network literature, we hypothesize that suppliers selectively mimic the disclosure of their buyers by following market, corporate, and sustainability logics. Our study contributes to the institutional logics perspective and the sustainable supply network literature by indicating that in the context of disclosure, market and sustainability logics both actively shape suppliers' responses to institutional complexity. Furthermore, we find support for mimicry as a mechanism of buyer influence that can lead to disclosure heterogeneity across suppliers even when they follow the same logic, which opens new avenues for research. Our findings can be leveraged by buyers, policymakers, and other stakeholders interested in advancing transparency and sustainability in supply networks.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"70 2","pages":"285-315"},"PeriodicalIF":7.8,"publicationDate":"2024-01-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.1293","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139518023","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":"US federal government contracting for disaster management","authors":"Carlos Mena,&nbsp;Anand Nair","doi":"10.1002/joom.1292","DOIUrl":"10.1002/joom.1292","url":null,"abstract":"<p>Disasters affect hundreds of millions of people every year and the response of governments is crucial in alleviating the suffering of those affected. Despite the importance of contracting in response to disasters, research on this topic is conspicuous by its absence. This paper begins to address this gap by investigating the choice of procurement contract type by US federal agencies during disaster management operations. The research relies on 47,560 contracts issued by the US federal government in response to 14 major disasters between 2005 and 2016. We build on agency theory to investigate the choice of the contract type made by federal agencies at the different stages of a relief operation. This research provides empirical evidence of the key factors underpinning the choice of contract in the context of disaster management, namely the amount of spend per contract and the type of acquisition (product or service), and reveals the moderating role of the stage of the relief operation.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"70 4","pages":"523-547"},"PeriodicalIF":7.8,"publicationDate":"2024-01-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139495342","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":"Supply chain representation on the board of directors and firm performance: A balance of relational rents and agency costs","authors":"Jordan M. Barker,&nbsp;Christian Hofer,&nbsp;David D. Dobrzykowski","doi":"10.1002/joom.1291","DOIUrl":"10.1002/joom.1291","url":null,"abstract":"<p>Appointing individuals drawn from suppliers and customers to a firm's board of directors is an increasingly popular practice that can enhance the interorganizational relationship and generate relational rents. Yet, such board members may act in the best interest of their primary employer rather than the shareholders of the firm whose board they serve on, thus creating potential agency conflicts. Drawing on the relational view and agency theory, we explore the tension between rent generation and agency costs and consider how a firm can design governance mechanisms to effectively leverage customer or supplier representation on the board of directors. The associated hypotheses are tested using a large panel dataset constructed from multiple archival sources, and our findings suggest that supplier and customer board members are a double-edged sword: While they generate value in some instances, they can also be associated with lower performance depending on the levels of two key governance mechanisms—the number of inside directors on the board and the proportion of outcome-based board member compensation.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"70 3","pages":"433-458"},"PeriodicalIF":7.8,"publicationDate":"2024-01-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.1291","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139462434","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":"Does leader disability status influence the operational performance of teams with individuals with disabilities? An empirical study in the apparel industry","authors":"Dustin Cole,&nbsp;Sriram Narayanan,&nbsp;Shawnee Vickery","doi":"10.1002/joom.1289","DOIUrl":"10.1002/joom.1289","url":null,"abstract":"<p>This research examines the impact of leader disability status on the operational performance of teams that include individuals with disabilities (IWD) using longitudinal micro-data from an apparel manufacturing company in a competitive integrative employment environment. To aid in developing the research hypotheses and in interpreting the empirical findings, the quantitative analysis is complemented with qualitative data collected through interviews involving managers and workers with and without disabilities at the focal firm and two other large companies that employ IWD. A beneficial moderating effect of leader-worker disability status similarity on team performance is hypothesized and subsequently tested using Prais-Winsten regression. The results show that a leader with a disability has a potentially beneficial impact on team performance as the number of workers with disabilities in the team increases, resulting in improved productivity (measured in labor hours per garment) and quality (measured in operator defects per garment). The theoretical, managerial, and policy implications of the study provide actionable insights for the creation of an inclusive labor force.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"70 3","pages":"459-481"},"PeriodicalIF":7.8,"publicationDate":"2024-01-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.1289","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139411812","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":"Benchmark and performance progression: Examining the roles of market competition and focus","authors":"Xin (David) Ding","doi":"10.1002/joom.1288","DOIUrl":"10.1002/joom.1288","url":null,"abstract":"<p>As the US healthcare system transitions from volume to value, various value-based programs tie medical reimbursements to hospital performance relative to national top performers (i.e., benchmarks). However, prior studies report very limited results on how such benchmarks affect care delivery and patient outcomes across multiple performance fronts. This study examines how general acute care hospitals progress toward benchmarks measured by performance frontiers in technical efficiency, clinical quality, and patient experience over time, subjecting to external market conditions and internal focuses. Based on a panel dataset comprising hospitals in California from 2012 and 2019, our results find support for competitive-distance-driven progression rates, suggesting that hospitals' competitive positions measured by their distances to benchmarks drive performance improvements. Yet, the effect diminishes as they move closer to performance frontiers. In addition, we find that market competition reduces the progression rate of technical efficiency. Finally, our results also suggest that focus improves performance progression rates, yet its effects are curvilinear.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"70 3","pages":"381-410"},"PeriodicalIF":7.8,"publicationDate":"2024-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.1288","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139376682","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":"Fitting digital visualization board transitions to shop floor tasks","authors":"John Bang Mathiasen,&nbsp;Pernille Clausen","doi":"10.1002/joom.1290","DOIUrl":"10.1002/joom.1290","url":null,"abstract":"<p>The increased digitalization of shop floors has provided unprecedented opportunities for real-time sharing of process and resource details. Visualization boards (VBs), which provide ubiquitous technology-enabled renderings of such details, salient to a local shop-floor setting, have the potential to play a significant role in this regard. Critical to the effectiveness of this role is the fit between VB design and shop-floor needs. In our study, we apply task-technology-fit theory in case examinations focused on identifying mismatch, implications of mismatch, and putative best practices in designs for future interventions. Our assessment capitalizes on both core operations management design principles as well as technology management design principles. We develop grounded propositions regarding guidelines that should be applied in future VB designs and deployments.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"70 3","pages":"411-432"},"PeriodicalIF":7.8,"publicationDate":"2024-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139376695","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":"Into the unknown? Explaining management nonresponse after a supply-base disruption","authors":"Jiachun Lu, Tingting Yan, Tyson R. Browning","doi":"10.1002/joom.1287","DOIUrl":"https://doi.org/10.1002/joom.1287","url":null,"abstract":"The world is witnessing more supply-base disruptions, where multiple suppliers of a buying firm simultaneously experience disturbed operations. Compared to single-supplier disruptions, supply-base disruptions create a more uncertain situation for a purchasing manager, yet they can also reveal improvement opportunities. Hence, it is theoretically and practically valuable to understand why a purchasing manager might not be willing to explore these opportunities. Adopting a sensemaking perspective, we investigate how two dimensions of supply-base disruption severity, breadth and depth, influence managers' perception of disruption severity and post-recovery action (i.e., suggesting supply-base restructuring ideas). We conducted multiple scenario-based experiments with practitioners and triangulated the experimental results with interviews, finding that both breadth and depth have diminishing, positive effects on perceived severity. Interestingly, depth is less influential than breadth. These findings reveal the circumstances under which the severity of a complex, disruptive situation could be misestimated. Our results also show that supply-base structural complexity (a cue of the task environment) amplifies the positive effect of perceived severity on a manager's inclination to walk into the unknown to propose supply-base restructuring ideas. These findings provide an explanation for management nonresponse after a supply-base disruption.","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"18 1","pages":""},"PeriodicalIF":7.8,"publicationDate":"2023-12-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139067337","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 “Empirically grounding analytics (EGA) research in the Journal of Operations Management”","authors":"","doi":"10.1002/joom.1286","DOIUrl":"https://doi.org/10.1002/joom.1286","url":null,"abstract":"<p>\u0000 <span>Treville, S.</span>, <span>Browning, T. R.</span>, &amp; <span>Oliva, R.</span> (<span>2023</span>). <span>Empirically grounding analytics (EGA) research in the <i>Journal of Operations Management</i></span>. <i>Journal of Operations Management</i>, <span>69</span>(<span>2</span>), <span>337</span>–<span>348</span>.</p><p>This is to correct the attribution of citations to references in Tables 2 and 3 that became misaligned during the copyediting process.</p><p>The sixth row of Table 2 should refer to de Treville, Petty, et al. (2014).</p><p>The seventh row of Table 2 should refer to de Treville, Schürhoff, et al. (2014).</p><p>The second row of Table 3 should refer to de Treville, Bicer, et al. (2014).</p><p>We apologize for this error.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"69 8","pages":"1377"},"PeriodicalIF":7.8,"publicationDate":"2023-12-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.1286","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138739746","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":"Rethinking Six Sigma: Learning from practice in a digital age","authors":"Suzanne de Treville,&nbsp;Tyson R. Browning,&nbsp;Matthias Holweg,&nbsp;Rachna Shah","doi":"10.1002/joom.1284","DOIUrl":"https://doi.org/10.1002/joom.1284","url":null,"abstract":"&lt;p&gt;As scholars in the field of operations management (OM), we would like to suggest that our field fell short in terms of due diligence when transitioning from statistical process control (SPC) to Six Sigma—accepting without scrutiny, building theory around, and teaching heuristics and algorithms without recognizing its underlying statistical inaccuracies. It is our view that these incorrect heuristics and algorithms have introduced bias and inefficiencies in process improvement throughout the OM field, contributing to a disconnect between OM and knowledge development in data science more generally. We call for a return to first principles and the establishment of formal conceptual definitions for the theory and methods underlying Six Sigma. We urge the OM academic community to embrace the lessons from SPC and Six Sigma so that we prioritize our due-diligence role, beginning with a requirement that all algorithms and tools be vetted before entering our curricula and case-study repertoires, especially as we move forward into an age of big data and potentially further opaque algorithms and tools. We propose that our top journals be open to research that scrutinizes methods developed in practice, so that OM will continue to be the focal field for quality assurance—even when the “product” of a process is data.&lt;/p&gt;&lt;p&gt;The application of statistical methods to quality management has been a central theme in OM since Shewhart's seminal work at Western Electric's Hawthorne Works nearly a century ago (Shewhart, &lt;span&gt;1925&lt;/span&gt;; Shewhart, &lt;span&gt;1926&lt;/span&gt;). He studied process variation to determine “how and under what conditions observations may contribute to a rational decision to change or not a process to accomplish improvements” (W. Edwards Deming, p.i, in the foreword of the 1986 edition of Shewhart, &lt;span&gt;1931&lt;/span&gt;). His work fostered methods and tools to monitor, diagnose, measure, reduce, and control variation in the output of a process to increase its consistency and capability.&lt;/p&gt;&lt;p&gt;The capability of a process with respect to a process parameter hence can be defined as the number of standard deviations (“sigmas”) of the parameter that fit between the mean for that parameter and its specification limits. If the process is not centered between the specification limits, then the process capability is set using whichever specification limit is closer to the process center. Six Sigma moves the concept of process capability from descriptive to prescriptive. At the time that Motorola's process-improvement ideas were proposed by Bill Smith in 1986 (Harry, &lt;span&gt;1994&lt;/span&gt;), process capability was defined in terms of specification limits set three standard deviations from the process mean (a “3&lt;i&gt;σ&lt;/i&gt; process”). Following Shewhart's logic, a centered and normally distributed 3&lt;i&gt;σ&lt;/i&gt; process is expected to produce 2700 parts-per-million (ppm) pieces that are more than three standard deviations from the process mean.&lt;/p&gt;&lt;p&gt;Motorola quantified the “z","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"69 8","pages":"1371-1376"},"PeriodicalIF":7.8,"publicationDate":"2023-12-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.1284","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138739694","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}