Journal of Operations Management
0272-6963
1873-1317
Hà Lan
Cơ quản chủ quản: WILEY , John Wiley & Sons Inc.
Lĩnh vực:
Computer Science ApplicationsManagement Science and Operations ResearchStrategy and ManagementIndustrial and Manufacturing Engineering
Phân tích ảnh hưởng
Thông tin về tạp chí
The mission of Journal of Operations Management (JOM) is to publish original, empirical operations management research that demonstrates both academic and practical relevance. Academic relevance means the research contributes to on-going academic discussions and debates on relevant topics in operations management. All manuscripts published in JOM must, in one way or another, also transcend the immediate empirical context in which the research is embedded. An ideal manuscript is one that simultaneously takes the context seriously (is empirically disciplined) and seeks some sense of generality. Practical relevance means the manuscript links explicitly to an actual, relevant managerial challenge. While manuscripts published in JOM do not necessarily have to give advice to managers, they must have something non-obvious to say about the practice of operations management. In preparing your manuscript, ask yourself: Do I think I could keep a manager interested in talking about my research for an hour? What would I say, what would I argue? An ideal manuscript balances rigor with relevance and offers a novel aspect to a topic of contemporary concern. Novelty does not necessarily mean focusing on emerging phenomena, novel approaches to examinations of established phenomena are equally interesting and relevant.
Các bài báo tiêu biểu
A typology of project‐level technology transfer processes Abstract This paper develops a conceptual typology of inward technology transfer (ITT), which explicitly considers technology transfer at the project, rather than the firm, level of analysis. Building on extant technology management literature and the organizational theories of information processing and interdependence, we carefully characterize the three dimensions of the typology: the technology uncertainty of the technology that is transferred, the organizational interaction between the technology source and recipient, and transfer effectiveness. Appropriate matches of technology uncertainty and organizational interaction result in four archetypal cases called “transfer process types”, which represent the most effective approaches to technology transfer. Real‐life examples of effective and ineffective matches are presented, and implications of the typology for future research and practice are discussed.
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Outsourcing impact on manufacturing firms’ value: Evidence from Japan Abstract Previous studies on the effects of outsourcing have relied largely on anecdotal evidence, non‐financial metrics or accounting‐based measures that ignore intangible value. This study views outsourcing effects from its future revenue‐generation potential, using market value. The relation between firms’ market valuation and outsourcing decisions is investigated using a cross‐sectional valuation approach. Results based on Japanese manufacturing industries data from 1994 to 2002 indicate that core business‐related outsourcing, offshore outsourcing, and shorter‐term outsourcing have positive effects on outsourcing firms’ market value. In contrast, non‐core business‐related outsourcing, domestic outsourcing, and longer‐term outsourcing are not found to enhance firm value.
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Towards integrated optimal configuration of platform products, manufacturing processes, and supply chains
Tập 23 Số 3-4 - Trang 267-290 - 2005
Outsourcing customer support: The role of provider customer focus Abstract An increasing number of firms are outsourcing customer support to external service providers. This creates a triadic setting in which an outsourcing provider serves end customers on behalf of its clients. While outsourcing presents an opportunity to serve customers, service providers differ in their motivation and ability to fulfill customer needs. Prior research suggests that firms with a strong customer focus have an intrinsic motivation to address customer needs. We suggest that in an outsourcing context, this intrinsic motivation does not suffice. Using a Motivation–Opportunity–Ability framework, we posit that the effect of a provider's customer focus will be moderated by a set of relational, firm, and customer characteristics that affect its ability to serve end customers. We test our conceptualization among 171 outsourcing clients from the Netherlands and then validate these results among 135 Indian outsourcing providers. The findings reveal that customer‐focused providers achieve higher levels of customer need fulfillment but this effect is contingent on their ability to serve end customers. In particular, customer‐focused providers more effectively fulfill customer needs when clients and providers share close relational ties, when clients also have a high level of customer focus, and when end customer needs exhibit a low degree of turbulence. In addition, we find that, in turbulent markets, equipment‐related services offer greater opportunity for effective customer need fulfillment than other outsourced services.
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Capturing judgments to clarify production strategy and policy Abstract Recent years have brought a reawakening of the importance of shaping the operations function to support the broader strategy of each organization. Doing so, however, can be a complex, controversial, and highly subjective matter. Determining production's relationships to marketing, engineering, and finance requires executive‐level judgments on the relative emphases among these policy areas. Other judgments about internal capabilities, external factors, and production policies are also involved. Assessing these relationships is a subjective process that is often subtle and usually hidden. For managers, these judgmental areas are sources of disagreement, confusion, and controversy in policy determination. Within this context, the authors applied a judgment‐capturing process, called ProPol (Production Policy ), to reveal and clarify managers' judgmental processes. The procedure uses correlational methods to identify where and how managers diverge from a common policy focus. The application settings were two executive development programs—one in manufacturing and the other in the public utility industry. Grouped into teams, the executives competed in week‐long computer simulation games. ProPol was introduced to assist in clarifying their production policies and strategies. In the manufacturing setting, five general policy areas—marketing effort, cost efficiency of production, R&D effort, product pricing, and service flexibility—were identified as salient variables prior to the simulation. We sought to reveal managers' subjective views on the appropriate balance among these variables. The variables were scaled and embedded within questionnaires to present alternative strategy and policy postures within the context of the simulated organizations. From analyzing the resulting judgments, ProPol served the following purposes: (1) to reveal to each manager his own decision structure; (2) to permit intermanager comparisons of decision structures among team members; (3) to provide explicit bases for focused discussions on overall strategy agreement/disagreement within teams; and (4) to serve as the basis for determining a consensus strategy by each team. The managers' judgment processes were compared in terms of judgmental consistency, complexity, and espoused versus in‐use importances of the policy variables. Consistency, the amount of uniformity in the manager's decision structure, varied widely among team members and across teams. While some executives held firm, consistent views of policy‐outcome relationships, others applied their structure inconsistently or shifted from one relationship structure to another in making their judgments. Judgmental complexity also varied widely within and across teams. The judgmental structures for most managers were simple linear relationships. Several, however, used more complex quadratic and interactive structures in relating the policy areas to overall effectiveness. Even when individuals were identically complex, however, they differed as to which policy variables were significant. Furthermore, although every manager espoused that all five variables were important, they were not all significantly used. The discovery of these discrepancies had a surprise affect: managers became aware of their personal inconsistencies and were stimulated toward understanding why they occurred. The group judgments, in contrast to the individuals, were more consistent and the espoused versus empirically‐derived importances were more in agreement. This occurred from group interactions following individual feedback. The feedback clarified specific areas of policy agreement, provided a productive way for resolving basic policy differences, and facilitated the groups in clarifying their strategic directions. In the utility environment, executives participated in a decision‐making simulation of a consumer‐owned electric utility. As before, five key policy variables for this industry were chosen. Some of the five policy variables are indirectly related to operations (e.g., rate setting and employee relations), while others are more specifically related to operations (e.g., cost efficiency, dependability, and flexibility). Analyses of the judgments revealed characteristics similar to those in the manufacturing environment. Overall, however, utility executives displayed somewhat more complex judgment structures than did manufacturing executives. As a result, there seemed to be more common ground for intrateam policy agreement. For eight of the nine teams, the group consistency exceeded the average of their members' individual consistencies. Otherwise the various teams displayed diverse functional forms for their strategy and policy judgments, and they were relatively consistent in doing so. These results indicate that ProPol can help managers clarify specific directions for the production function. By doing so, a more focused production thrust, one that is clearly and explicitly articulated, will enhance any organization's competitive strategy and provide clear guidance for subsequent decisions.
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Chinese perspective on newsvendor bias: An exploratory note Abstract Chinese and American decision makers demonstrated significantly different biases while making newsvendor decisions in a laboratory experiment that utilizes the open‐ended verbal protocol analysis approach. Chinese subjects (i) asked more questions before reaching their decision, which suggests that they are more cautious when making a decision; (ii) were more frequently able to come up with a new number as their decision whereas the American decision makers tended to use one of the given numbers as their decision; (iii) were more cognizant of salvage values and as a result ordered more than the American decision makers. Due to the open‐ended, time‐consuming nature of our experiment, our subject pool was small and thus we present these results as exploratory in nature and discuss directions that are worth further study in future experiments.
Tập 31 - Trang 93-97 - 2013
Creating consumer durable retailer customer loyalty through order fulfillment service operations Abstract Manufacturers now find themselves in the position of finding new ways to remain competitive in the era of retail power. The onus rests on the manufacturer's ability to implement operational strategies that help the retailer achieve its objectives. Specifically, manufacturers that establish successful order fulfillment service can affect retailer loyalty. The overarching goal of this research, therefore, is to examine the importance to operations managers of understanding the order fulfillment needs and expectations of their retail customers and to establish the value‐added role that operations management plays in developing retailer loyalty. Empirical evidence is provided on the relationships between relational order fulfillment service, operational order fulfillment service, satisfaction, affective commitment, purchase behavior, and loyalty. Such evidence not only focuses on the strategic importance of the OM discipline in manufacturer–retailer relationships, but also extends previous OM theory by taking a more complex view of the loyalty phenomenon.
Tập 26 - Trang 781-797 - 2008
The empirical assessment of construct validity Abstract This paper provides an in‐depth review of the different methods available for assessing the construct validity of measures used in empirical research. Construct validity pertains to the degree to which the measure of a construct sufficiently measures the intended concept (e.g., is free of measurement error) and has been shown to be a necessary component of the research process. In order to illustrate the steps required to establish construct validity, we drew upon empirical research in the operations management area of manufacturing flexibility.
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