Journal of Operations Management最新文献

{"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,&nbsp;Tingting Yan,&nbsp;Tyson R. Browning","doi":"10.1002/joom.1287","DOIUrl":"10.1002/joom.1287","url":null,"abstract":"<p>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.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"70 8","pages":"1213-1233"},"PeriodicalIF":6.5,"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}

{"title":"Antecedent configurations toward supply chain resilience: The joint impact of supply chain integration and big data analytics capability","authors":"Yisa Jiang,&nbsp;Taiwen Feng,&nbsp;Yufei Huang","doi":"10.1002/joom.1282","DOIUrl":"10.1002/joom.1282","url":null,"abstract":"<p>Many antecedents identified as essential to supply chain resilience (SCR) are often studied independently, without considering their synergistic effects. Based on a case study and resource orchestration theory, this article focuses on configurations of different antecedents regarding supply chain integration and big data analytics capability to develop proactive and reactive SCR. Using survey data from 277 Chinese manufacturing firms, we consider three dimensions of supply chain integration, information integration, operational integration and relational integration, and three dimensions of big data analytics capability, technical skills, managerial skills and data driven-decision culture, and conduct fuzzy-set qualitative comparative analysis (fsQCA) to explore antecedent configurations generating high proactive and reactive SCR. We find that multiple antecedent configurations can achieve high SCR and configurations for high proactive and reactive SCR are not identical, which may involve alternative effects across different antecedents. We further implement propensity score matching analysis and reveal that firms following these configurations for high SCR also have better economic and operational performance. Moreover, we check the robustness of findings by using secondary data and attributes analysis with machine learning. This article complements and extends existing SCR literature from the configurational perspective and provides practical insights for managers to build SCR.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"70 2","pages":"257-284"},"PeriodicalIF":7.8,"publicationDate":"2023-12-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138966737","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":"Reflecting on 6 years as co-Editors-in-Chief of JOM","authors":"Tyson R. Browning,&nbsp;Suzanne de Treville","doi":"10.1002/joom.1283","DOIUrl":"10.1002/joom.1283","url":null,"abstract":"<p>Our 6 years at the helm of <i>JOM</i> have been a real pleasure—and a lot of work. In this editorial, we reflect on some of the developments during our time in office, provide insights on some current policies, and review some items of interest to the <i>JOM</i> community.</p><p>As we began our terms in 2018, our foremost challenge was to increase the number of high-quality submissions to the Journal. Our strategy for this centered on emphasizing underutilized regions of <i>JOM</i>'s scope and widening the solution space for contributions (in terms of types, topics, and methods), developing authors and reviewers, and injecting our enthusiasm for OM into the scholarly community. We signaled our interest in additional types of submissions by creating new departments (Empirical Research Methods, Innovation and Project Management, Public Policy and Industry Studies) and broadening others (Design Science became Intervention-based Research, and Marketing and Retail became Operations Interfaces). Our initial editorial (Browning &amp; de Treville, <span>2018</span>) welcomed new and underrepresented types of submissions such as literature reviews, conceptual papers, and those contributing empirically grounded research questions. <i>JOM</i>'s 40th anniversary in 2020 provided an ideal opportunity to reflect on where our field came from and where it could broadly and boldly go (Browning, <span>2020</span>). We aimed to provoke discussions in our field about the nature and role of topics such as Lean (Browning &amp; de Treville, <span>2021</span>; Cusumano et al., <span>2021</span>; Hopp &amp; Spearman, <span>2021</span>) and Six Sigma (de Treville, Browning, Holweg, &amp; Shah, <span>2023</span>), where stubborn gaps persist between theory, teaching, and practice. These developments and debates are not standing still; they continue to provide opportunities for our community to engage and move forward. We wrote and accepted editorials and Forum articles on topics such as intervention-based research (Chandrasekaran et al., <span>2020</span>; Oliva, <span>2019</span>), warranted claims (Ketokivi &amp; Mantere, <span>2021</span>), replication studies (Pagell, <span>2021</span>), and empirically grounding analytics research (de Treville, Browning, &amp; Oliva, <span>2023</span>). Intervention-based research and the empirical grounding of analytics represent relatively unexplored territory whose development will dramatically contribute to the production of knowledge that will be highly relevant to practice. Building our contributions around warrant rather than futile attempts to “prove” a knowledge claim leads to sounder knowledge creation, as does ensuring the replicability of results. In contrast to calls for more replication, Pagell (<span>2021</span>) focused on the replication process, such that replication is built into ongoing research. Finally, everything that we have done has emphasized the use of formal conceptual definitions (Wacker, <span>2004</sp","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"69 8","pages":"1212-1218"},"PeriodicalIF":7.8,"publicationDate":"2023-12-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.1283","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138534726","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":"Co-evolution of governance mechanisms and coopetition in public-private projects","authors":"Audrey Rouyre,&nbsp;Anne-Sophie Fernandez,&nbsp;Isabel Estrada","doi":"10.1002/joom.1281","DOIUrl":"10.1002/joom.1281","url":null,"abstract":"<p>One important question in public-private (PP) projects is how to manage coopetition—simultaneous cooperation and competition among project members. Prior studies on the governance of PP projects showed the importance of governance mechanisms to deal with major events such as technical or organizational disruptions but paid limited attention to the management of coopetition. At the same time, research on the management of coopetition mostly focused on industrial coopetition, whereas PP projects also entail public-private coopetition. Seeking to better understand how governance mechanisms may help manage coopetition in PP projects, we conducted an in-depth study of Galileo—a large PP project aimed at delivering Europe's own satellite-based navigation system. The findings show how three core aspects of project governance—(i) mechanisms (joint vs. separate use of contractual and relational mechanisms), (ii) form (lead organization vs. shared governance), and (iii) goals (to promote cooperation and/or prevent competition)—jointly explained the emergence and (mis)management of knowledge- and value-related coopetitive tensions. In turn, these tensions prompted a series of adaptations in the governance of the project. Our study contributes to a co-evolutionary understanding of the governance of PP projects and offers implications for practitioners seeking to (re)design PP project governance.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"70 1","pages":"50-79"},"PeriodicalIF":7.8,"publicationDate":"2023-12-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138534696","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":"Understanding the impact of trade policy effect uncertainty on firm-level innovation investment","authors":"Daniel Chen,&nbsp;Nan Hu,&nbsp;Peng Liang,&nbsp;Morgan Swink","doi":"10.1002/joom.1285","DOIUrl":"10.1002/joom.1285","url":null,"abstract":"<p>Drawing on real options and resource dependence theories, this study examines how firms adjust their innovation investments to address trade policy effect uncertainty (TPEU), a type of firm-specific, perceived environmental uncertainty capturing managers' difficulty in predicting the impacts of potential policy changes on business operations. To develop a context-dependent, time-varying measure of TPEU, we apply bidirectional encoder representations from transformers, an advanced deep learning technique. We analyze the texts of mandatory management discussion and analysis sections of annual reports from 3181 publicly listed Chinese firms. Our sample comprises 22,669 firm-year observations spanning the years 2007 to 2019. The econometric analyses show that firms experiencing higher TPEU will reduce innovation investments. This effect is stronger for firms facing lower competition, involving more foreign sales, and not owned by the state. These findings provide clarity on previously inconclusive results by showcasing the significant influence of policy effect uncertainty, as opposed to policy state uncertainty, on firms' decisions regarding innovation investments. Additionally, these findings underscore the importance of resource dependence factors as crucial contextual factors in this decision-making process.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"70 2","pages":"316-340"},"PeriodicalIF":7.8,"publicationDate":"2023-12-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138603464","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":"Large interorganizational projects (LIPs): Toward an integrative perspective and research agenda on interorganizational governance","authors":"Jens K. Roehrich,&nbsp;Andrew Davies,&nbsp;Beverly B. Tyler,&nbsp;Anant Mishra,&nbsp;Elliot Bendoly","doi":"10.1002/joom.1280","DOIUrl":"10.1002/joom.1280","url":null,"abstract":"<p>Organizations are becoming more reliant on projects to adapt and survive in an increasingly volatile, fast-moving, and competitive environment (e.g., Ramasesh &amp; Browning, <span>2014</span>; Roehrich et al., <span>2023</span>; Tatikonda &amp; Rosenthal, <span>2000</span>). Terms such as “projectification” (Midler, <span>1995</span>), “project society” (Lundin et al., <span>2015</span>), and “project economy” (Nieto-Rodriguez, <span>2021</span>) have been introduced to describe the growth of projects involved in delivering a large share of temporary interorganizational activities such as research and development (R&amp;D), technology and new product development (NPD), capital goods and services, infrastructure, events, and organizational change. Some scholars have even suggested that projects have replaced continuous process structures (especially in the Western world), such as manufacturing activities, as the dominant form of organization in the 21st century (e.g., Nieto-Rodriguez, <span>2021</span>; Shenhar &amp; Dvir, <span>2007</span>). While a large body of literature has identified that projects vary considerably in their complexity, novelty, uncertainty, and dynamism (Davies &amp; Hobday, <span>2005</span>; Loch et al., <span>2006</span>), and that an increasing number are massive in scale (Flyvbjerg et al., <span>2003</span>; Miller &amp; Lessard, <span>2000</span>; Scott et al., <span>2011</span>), research on how multiple organizations in large interorganizational projects (LIPs) are governed is still in its infancy.</p><p>This special issue (SI) of the <i>Journal of Operations Management</i> explores the key challenges and tensions involved in governing LIPs. We use the adjective “large” loosely to refer to interorganizational projects conducted at scale (here we loosely refer to factors such as physical size, impact, duration, as well as number of people and organizations involved), rather than focus on projects above an arbitrarily chosen value (e.g., $1 billon). Projects are “interorganizational” when comprised of multiple (often a mix of public, private, non-for-profit) organizations, working jointly to coordinate the production of unique, or customized, products and/or services in uncertain and dynamic environments (Jones &amp; Lichtenstein, <span>2008</span>; Sydow &amp; Braun, <span>2018</span>). LIPs are the organizational form most often used to produce basic science, create new products (or solutions), build public infrastructure, tackle problems related to social, economic, political, or environmental issues, and respond to natural disasters (e.g., Roehrich &amp; Kivleniece, <span>2022</span>). LIPs deliver transformational outcomes for communities and societies (Flyvbjerg, <span>2014</span>) and are increasingly important in many industries and sectors such as healthcare, defense, aerospace, mining, telecommunications, information technology (IT), transport, utilities, “big science” experiments, and major cultural and ","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"70 1","pages":"4-21"},"PeriodicalIF":7.8,"publicationDate":"2023-11-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.1280","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138534689","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}