Journal of Operations Management最新文献

{"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}

{"title":"Vulnerability diffusions in software product networks","authors":"Martin Kang,&nbsp;Gary Templeton,&nbsp;SungYong Um","doi":"10.1002/joom.1270","DOIUrl":"10.1002/joom.1270","url":null,"abstract":"<p>During software product development, the combination of digital resources (such as application programming interfaces and software development kits) establishes loose and tight edges between nodes, which form a software product network (SPN). These edges serve as observable conduits that may help practitioners and researchers better understand how vulnerabilities diffuse through SPNs. We apply network theory to analyze data from over 12 years of records extracted from the National Vulnerability Database. We contribute novel measures established using machine learning to gauge the properties influencing vulnerability diffusion within an SPN. We observed an SPN having a discernable shape that changed over time via network updates. We propose hypotheses and find empirical evidence that vulnerability diffusion is influenced by edge dynamics, developer responses, and their interaction. Implications for practice are that increased developer responses reduce software vulnerability diffusion attributed to edge dynamics.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"69 8","pages":"1342-1370"},"PeriodicalIF":7.8,"publicationDate":"2023-07-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46986367","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":"Reengineering professional services through automation, remote outsourcing, and task delegation","authors":"Scott E. Sampson,&nbsp;Rebecca Pires dos Santos","doi":"10.1002/joom.1268","DOIUrl":"10.1002/joom.1268","url":null,"abstract":"<p>Digital technology has enabled significant productivity gains in many industries. Manufacturers have benefited from robotics, and service businesses have benefited from self-service technologies. An area that has seen only meager productivity gains is professional services, such as healthcare, consulting, legal services, and higher education. Despite the emergence of artificial intelligence (AI) and other new technologies, professional services continue to be labor intensive with high labor costs. In 2021, Sampson published an empirically-based framework suggesting that emerging technologies would allow professional services to improve productivity by automating some tasks with self-service technologies, outsourcing some tasks to remote professionals, and delegating some tasks to semiprofessional workers. The underlying theory was that this restructuring hinges on the creative and interpersonal skill requirements of various tasks. Our research builds on Sampson's framework by modeling a professional service operation and studying the influence of task offloading on costs and quality. Our model involves discrete event simulation parameterized by empirical data. We consider labor costs, managerial costs, delay costs (including customer balking), and assessment costs. Results show contexts wherein increased task offloading can reduce costs with negligible impact on quality, suggesting great opportunities for reengineering professional services through increased automation, offshore outsourcing, and task delegation.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"69 6","pages":"911-940"},"PeriodicalIF":7.8,"publicationDate":"2023-06-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43819019","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":"Examining sharing economy operations: A process perspective","authors":"Alan Mackelprang,&nbsp;Sachin B. Modi,&nbsp;David D. Dobrzykowski,&nbsp;Paul C. Hong","doi":"10.1002/joom.1269","DOIUrl":"10.1002/joom.1269","url":null,"abstract":"","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"69 5","pages":"706-718"},"PeriodicalIF":7.8,"publicationDate":"2023-06-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44905470","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":"Consignment inventory shrinkage in general and physician preference medical supplies: An empirically-grounded analytical investigation","authors":"Claudia Rosales,&nbsp;Anand Nair,&nbsp;Sukrit Pal","doi":"10.1002/joom.1256","DOIUrl":"10.1002/joom.1256","url":null,"abstract":"<p>The cost of medical supplies represents a significant portion of hospital spending. Hospitals manage different types of medical supplies, such as general medical supplies and physician preference items. General medical supplies tend to be numerous and relatively low cost, while physician preference items tend to be less numerous and more expensive. Strong physician preference for certain medical supplies can limit the options available to reduce inventory costs. The use of consignment inventory is one way in which hospitals seek to reduce inventory costs for both general supplies as well as physician preference items. However, the use of consignment reduces the level of oversight that hospitals have on consigned inventories, thereby potentially increasing the likelihood of shrinkage. The impact of consignment on shrinkage cost has received limited attention. We investigate this issue by drawing upon the precepts of agency theory and by analyzing hospital data that span multiple years. Our results suggest that the use of consignment increases shrinkage and spend. We develop empirically informed analytical models to better understand the impact of an unforeseen increase in shrinkage on the cost associated with general and physician preference items. The analytical investigation suggests that the impact on general and physician preference items differ depending on the type of consignment contract negotiated between a hospital and a vendor. We discuss the theoretical and managerial implications of our findings.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"69 8","pages":"1235-1256"},"PeriodicalIF":7.8,"publicationDate":"2023-06-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.1256","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48773881","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":"Editorial: Toyota Production System practices as Fast-and-Frugal heuristics","authors":"Suzanne de Treville,&nbsp;Tyson R. Browning,&nbsp;Julian N. Marewski,&nbsp;Jordi Weiss","doi":"10.1002/joom.1266","DOIUrl":"10.1002/joom.1266","url":null,"abstract":"&lt;p&gt;Two Forum articles and an editorial in 2021 called for a rethink of how operations management (OM) scholars conceptualize the Toyota Production System (TPS) and Lean (the Western label given to certain elements of the TPS). In the lead article in that series, Hopp and Spearman (&lt;span&gt;2021&lt;/span&gt;, pp. 10 and 11) observed that the evolution of Lean from a physics of flows to an organizational culture that supports “continual reduction of the cost of waste” requires us “to incorporate human behavior more scientifically.” They noted that “A more extensive, and largely untapped, resource is the wide array of cognitive research into heuristics and biases that has been developed by behavioral and decision scientists since the 1970s.” This brings to mind the description by Fujimoto (&lt;span&gt;1999&lt;/span&gt;) of the TPS as a knowledge-management system, in contrast to the common understanding of the TPS (captured by the designation “Lean”) as buffer management. In this editorial, we continue the discussion started by Hopp and Spearman with a thought experiment in which we consider TPS practices as heuristics. An initial objective was to contribute to disentangling the TPS knowledge- and buffer-management roles, asking: Are buffer-management tools designed to support knowledge management, or do knowledge-management TPS tools exist to allow operations to run as lean as possible (i.e., manage buffers efficiently)? The heuristics lens revealed the mechanisms by which buffer removal can be used to create cues from the production environment that effectively inform decision making. More generally, we discovered that the exercise of interpreting TPS practices as heuristics provided insight into whether and how heuristics can contribute to an effective management of operations.&lt;/p&gt;&lt;p&gt;We analyzed a sample of common practices that have been observed to be used by Toyota as one approach to implementing the TPS: &lt;i&gt;jidoka&lt;/i&gt;, &lt;i&gt;andon&lt;/i&gt;, and &lt;i&gt;kanban&lt;/i&gt;. These practices transform front-line employees into decision makers by clearly specifying the information to be considered and the decision rule to be followed in a precisely defined situation. The resulting heuristics can be described as “production” heuristics, as their objective is to contribute to the line running smoothly on a day-to-day basis. We then considered practices that Toyota has been observed to use to prepare the environment for the successful deployment of these production-heuristic practices, including, for example, respect for workers, &lt;i&gt;gemba&lt;/i&gt;, &lt;i&gt;kaizen&lt;/i&gt;, and “five whys”. These “exploration” heuristics are oriented toward problem solving through carving out regularities in what appears to be a chaotic landscape. Whereas the production heuristics use stopping rules to strictly limit the information to be considered and precisely define the decision rule, the exploration heuristics relax the search rules and strongly encourage the decision maker to maintain information in the decision proce","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"69 4","pages":"522-535"},"PeriodicalIF":7.8,"publicationDate":"2023-06-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.1266","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49145661","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}