Journal of Operations Management最新文献

{"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}

{"title":"Effects of feedback in manufacturing: A field experiment using smartwatch technology","authors":"Daniel Kwasnitschka,&nbsp;Henrik Franke,&nbsp;Torbjørn H. Netland","doi":"10.1002/joom.1305","DOIUrl":"10.1002/joom.1305","url":null,"abstract":"<p>We investigate the impact of performance feedback delivered to front-line workers through new digital technologies in the manufacturing sector. Our study takes place in a globally operating manufacturing company that employs smartwatches for real-time control on the shop floor. In a large-scale and multi-site field experiment, we examine 29,669 machine status reports to assess the productivity effects of providing near real-time feedback to workers via smartwatches. We develop our hypotheses drawing on construal-level theory and its central idea of psychological distance. Initially, we observe production without feedback to establish comparability between treatment groups. Subsequently, we allocate various combinations of feedback to workers in four separate areas in two manufacturing plants. We manipulate whether the feedback is targeted at individuals with psychologically close feedback (“you did…”) or targeted at the team with relatively psychologically distant feedback (“your team did…”). Furthermore, we vary the message framing: positive framing emphasizes completed tasks, while negative framing emphasizes unfinished tasks. Our findings indicate that positively framed feedback, targeting individuals directly, enhances productivity more than other feedback combinations. Our study contributes new theoretical insights into the interplay between feedback framing and targets in fast-paced and highly automated batch production environments.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"70 6","pages":"933-956"},"PeriodicalIF":6.5,"publicationDate":"2024-04-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.1305","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140626784","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":"When do part-time workers increase effectiveness? A study of food banks and the SNAP program outreach","authors":"Luv Sharma,&nbsp;Pelin Pekgün,&nbsp;Orgül D. Öztürk,&nbsp;Sanjay L. Ahire","doi":"10.1002/joom.1304","DOIUrl":"10.1002/joom.1304","url":null,"abstract":"<p>The use of part-time employees to support operations has been a contentious topic in the literature. While part-time employees add cost-effective flexibility to operations, their impact on operational outcomes has largely been documented as negative. However, there are a number of sectors (e.g., non-profit) which rely heavily on part-time employees, with anecdotal evidence supporting their role in improving outcomes. Through this research, we seek to shed light on these contradicting perspectives. We do so by investigating the impact of the percentage of part-time employees in the workforce dedicated to the Supplemental Nutrition Assistance Program (SNAP) outreach efforts at United States (U.S.) food banks on the effectiveness of this initiative. SNAP is the largest domestic hunger program in the U.S., assisting over 42 million individuals, and food banks play a critical role in outreach and enrollment for SNAP. We utilize data on the operational characteristics and SNAP activities of food banks that are members of the Feeding America network and U.S. Census data on the demographic characteristics of their service area. We find that an increased percentage of part-time FTEs (full-time equivalent) in a food bank's workforce dedicated to SNAP outreach efforts increases its effectiveness, particularly in relation to operational and contextual factors that can benefit from a more flexible workforce. Based on these findings and our review of the literature, we propose a conceptual framework on the effectiveness of part-time employees in different settings<i>.</i></p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"70 4","pages":"654-673"},"PeriodicalIF":7.8,"publicationDate":"2024-04-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.1304","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140589674","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 empirical analysis of process improvement from best practice adoption: A study of stroke care best practices","authors":"Brandon Lee,&nbsp;Lawrence Fredendall,&nbsp;Aleda Roth,&nbsp;Shannon Sternberg,&nbsp;Bernardo F. Quiroga","doi":"10.1002/joom.1301","DOIUrl":"10.1002/joom.1301","url":null,"abstract":"<p>This study empirically examines how induced learning through adopting a set of best practices and learning-by-doing improved a hospital's care of ischemic stroke patients using ad hoc teams. While previous studies in healthcare operations management conducted in ad hoc team environments predominantly focused on volume-based learning (learning by doing, team familiarity via interactions among team members), our study focuses on induced learning in ad hoc teams through best practice adoptions. The analysis uses secondary data (Data period: January 2009–March 2017) about stroke patients from a comprehensive stroke center (CSC) in a U.S. tertiary teaching hospital as it adopted the U.S. American Heart Association/American Stroke Association (AHA/ASA) <i>Target:Stroke</i> best practices. The ad hoc stroke teams provide the initial care and their performance is measured using “<i>Door-to-Needle (DTN)</i>” time and its sub-time segments. The <i>DTN</i> time is measured as the time elapsed between the stroke patient's arrival at the hospital's emergency department (ED) and the appropriate infusion of “<i>Tissue Plasminogen Activator (TPA)</i>” (i.e., a thrombolytic medication informally referred to as a “clot buster”). We found that adopting these best practices improved ischemic stroke care beyond improvement due to repetition. We also found that the neurologist's recent experience providing stroke care for the prior patient is positively associated with meeting the time performance goal for the current patient. This study provides insights into the use of management mechanisms to adopt and sustain best practices in healthcare that are generalizable to other organizations with ad hoc team environments.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"70 4","pages":"630-653"},"PeriodicalIF":7.8,"publicationDate":"2024-04-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.1301","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140589660","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":"Emphasizing worker identification with skills to increase helping and productivity in production: A field experiment","authors":"Henrik Franke,&nbsp;Daniel Kwasnitschka,&nbsp;Jan B. Schmutz,&nbsp;Torbjørn H. Netland","doi":"10.1002/joom.1300","DOIUrl":"10.1002/joom.1300","url":null,"abstract":"<p>Can productivity improve if workers identify more with the skills they use in their work environment? This paper reports the results of an experimental design that was peer-reviewed prior to collecting data. The research setting is a global manufacturer using a novel smartwatch-based system for distributing work tasks among factory floor workers. Drawing on the concepts of identification and helping in organizations, we hypothesized that fostering workers' identification with their own skills could serve as a mechanism to enhance helping behavior on the factory floor, which should improve productivity. We designed a compound skill-fostering treatment consisting of communication, meetings, and exercises regarding individual skills. We treat one large factory area for 2 weeks and keep a similar area in a sister factory as a control group for comparison in a difference-in-difference model. The results show that nudging skill identification increases workers' identification with skills, but we do not find evidence for increased helping behavior or increased productivity. Our results help develop theory around multiple sub-identities and provide guidance for future studies seeking to enhance identification in organizations.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"70 5","pages":"712-732"},"PeriodicalIF":6.5,"publicationDate":"2024-03-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.1300","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140369409","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 investigation of corporate social responsibility conformity: The roles of network prominence and supply chain partners","authors":"Ellie C. Falcone,&nbsp;Jason W. Ridge","doi":"10.1002/joom.1302","DOIUrl":"10.1002/joom.1302","url":null,"abstract":"<p>Numerous studies on corporate social responsibility (CSR) indicate that firms adopt CSR practices for various reasons related to their supply chain. However, the necessity to conform to a firm's own industry CSR norm is overlooked. Conforming to one's industry CSR norm—a herding behavior known as <i>CSR conformity</i>—ensures firm in-group legitimacy and preserves internal resources for core business activities. On the other hand, deviating from industry norms sets a firm apart from its peers, making the firm more appealing to supply chain partners. Motivated by this dilemma, this study draws on middle-status conformity theory and explores how a firm's network prominence determines its CSR conformity. Panel data analyses of 1650 firm-year observations reveal an inverse U-shaped relationship between firm network prominence and its CSR conformity, indicating that firms with a mid-level network prominence engage in higher CSR conformity. However, the inverse U is flattened when a firm's supply chain partners (and their respective industries) share similar CSR standards, suggesting that a firm can only prioritize its own industry CSR norms if its supply chain partners share a compatible CSR standard. These findings highlight the importance of understanding CSR from an organizational conformity perspective, especially in the context of supply chain network.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"70 4","pages":"600-629"},"PeriodicalIF":7.8,"publicationDate":"2024-03-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.1302","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140375549","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":"Carbon neutrality: Operations management research opportunities","authors":"Qingyu Zhang,&nbsp;Christina W. Y. Wong,&nbsp;Robert Klassen","doi":"10.1002/joom.1303","DOIUrl":"10.1002/joom.1303","url":null,"abstract":"<p>Climate change, primarily driven by greenhouse gas emissions (GHGs), is a pressing environmental and societal concern. Carbon neutrality, or net zero, involves reducing carbon dioxide emissions, the most common GHG, and then balancing residual emissions through removing or offsetting. Particularly difficult challenges have emerged for firms seeking to reduce emissions from Scope 1 (internal operations) and Scope 3 (supply chain). Incremental changes are very unlikely to meet the objective of carbon neutrality. Synthesizing a framework that draws together both the means of achieving carbon neutrality and the scope of change helps to clarify opportunities for research by operations management scholars. Companies must assess and apply promising technologies, form new strategic relationships, and adopt novel practices while taking into account costs, risks, implications for stakeholders, and, most importantly, business sustainability. Research on carbon neutrality is encouraged to move beyond isolated discussions focused on specific tactics and embrace a more, though not fully, holistic examination. Research opportunities abound in both theoretical and empirical domains, such as exploring tradeoffs between different tactics, balancing portfolios, and investigating the strategic deployment of initiatives over time. As a research community, we are critically positioned to develop integrative insights at multiple levels, from individual processes to horizontal and vertical partnerships and ultimately to large-scale systemic realignment and change.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"70 3","pages":"344-354"},"PeriodicalIF":7.8,"publicationDate":"2024-03-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.1303","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140379228","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}