All Stories

  1. JOM Forum: Theory Testing Is Theory Generation
  2. <div> Coordinating Condition-Based Maintenance and <span>User-Facing Technology Investments</span> </div>
  3. Operational Process and Agency Considerations in Managing Emerging Technologies in Healthcare
  4. Environmental Performance, Strategic Partner Support, and Performance Backsliding in Supply Chains
  5. Nudging Tactics for Enhanced Compliance With Condition‐Based Maintenance Guidelines
  6. Meaningful Theoretical Pathways for Research Contributions
  7. Fuzzy Signals and Postponement: Teeing-up Risk in Maintenance Operations
  8. Meaningful theoretical pathways for research contributions
  9. Diversity in Frontline Employee Perceptions: Policies and Procedures, Training, and Leadership as Drivers of Service Equality
  10. Experiments in supply chain management research: A systematic review and future directions
  11. Holding North: Recognizing identity and advancing contribution in operations management
  12. Holding North: Recognizing Identity and Advancing Contribution in Operations Management
  13. Large interorganizational projects (LIPs): Toward an integrative perspective and research agenda on interorganizational governance
  14. The role of generative design and additive manufacturing capabilities in developing human–AI symbiosis: Evidence from multiple case studies
  15. Digital transformation in operations management: Fundamental change through agency reversal
  16. Visualization in Operations Management Research
  17. Pulled in opposite directions: A joint consideration of supply and demand uncertainty in supply chain decision‐making
  18. Vessel sharing and its impact on maritime operations and carbon emissions
  19. Ordering behavior in a supply chain with customers that respond to changes in service level
  20. Aims and criteria for advancing technology management research at the Journal of Operations Management
  21. Operations in the upper echelons: leading sustainability through stewardship
  22. Project managers' breadth of experience, project complexity, and project performance
  23. Of Narrow Windows and Acrobats: COVID-Responsiveness and Knock-Ons via Additive Manufacturing Capabilities
  24. On making experimental design choices: Discussions on the use and challenges of demand effects, incentives, deception, samples, and vignettes
  25. Visualization in Operations Management Research
  26. Does the Office of Patient Experience Matter in Improving Delivery of Care?
  27. How Do You Search for the Best Alternative? Experimental Evidence on Search Strategies to Solve Complex Problems
  28. Behavioral Operations and Supply Chain Management–A Review and Literature Mapping
  29. Consistency and Recovery in Retail Supply Chains
  30. Different departments, different drivers
  31. Short-term bias and strategic misalignment in operational solutions: Perceptions, tendencies, and traps
  32. On Academic Rankings, Unacceptable Methods, and the Social Obligations of Business Schools
  33. Task Interdependence Impacts on Reciprocity in IT Implementation Teams: Bringing Out the Worst in Us, or Driving Responsibility?
  34. Consistency and Recovery in Retail Supply Chains
  35. Fit, Bias, and Enacted Sensemaking in Data Visualization: Frameworks for Continuous Development in Operations and Supply Chain Management Analytics
  36. System dynamics perspectives and modeling opportunities for research in operations management
  37. How Excessive Stage Time Reduction in NPD Negatively Impacts Market Value
  38. Mediating effects of psychological safety in the relationship between team affectivity and transactive memory systems
  39. The Study of Behavioral Operations
  40. The Virtuous Cycles of Experimental Learning
  41. Behavioral Operations in Practice and Future Work
  42. The Handbook of Behavioral Operations Management
  43. An Investigation of Competitor Networks in Manufacturing Strategy and Implications for Performance
  44. How Do You Search for the Best Alternative? Experimental Evidence on Search Strategies to Solve Complex Problems
  45. Short-Term Bias and Strategic Misalignment in Operational Solutions: Perceptions, Tendencies, and Traps
  46. The Other Side of the Coin: Transactive Memory Systems and the Prevention of Resource Losses
  47. Prioritizing and Monitoring Concurrent Project Work: Effects on Switching Behavior
  48. System Dynamics Understanding in Projects: Information Sharing, Psychological Safety, and Performance Effects
  49. Organizational Antecedents and Operational Outcomes of Cross-Functional Bilateral Information Exchange: An Analysis of Chinese Manufacturers
  50. Real-time feedback and booking behavior in the hospitality industry: Moderating the balance between imperfect judgment and imperfect prescription
  51. Excel Basics to Blackbelt
  52. Aligning Tactics with Market Capabilities in the Art World: Strategically Capitalizing on Repeat Print Sale Economies
  53. Organizational Antecedents and Operational Outcomes of Cross-Functional Bilateral Information Exchange: An Analysis of Chinese Manufacturers
  54. Complementary Drivers of New Product Development Performance: Cross-Functional Coordination, Information System Capability, and Intelligence Quality
  55. INTRODUCTION TO THE DISCUSSION FORUM ON USING EXPERIMENTS IN SUPPLY CHAIN MANAGEMENT RESEARCH
  56. RIGOR IN BEHAVIORAL EXPERIMENTS: A BASIC PRIMER FOR SUPPLY CHAIN MANAGEMENT RESEARCHERS
  57. Coopetitive Buyer-Supplier Relationship: An Investigation of Bargaining Power, Relational Context, and Investment Strategies
  58. Linking Task Conditions to Physiology and Judgment Errors in RM Systems
  59. Handbook of Research in Enterprise Systems
  60. The perception of difficulty in project-work planning and its impact on resource sharing
  61. Multilevel Social Dynamics Considerations for Project Management Decision Makers: Antecedents and Implications of Group Member Tie Development
  62. “The way that can be told of is not an unvarying way”: Cultural impacts on Operations Management in Asia
  63. Are Consumers Really Strategic? Implications from an Experimental Study
  64. Bodies of Knowledge for Research in Behavioral Operations
  65. What mother never told you about Excel . . . it's not all number crunching
  66. Lock-in situations in supply chains: A social exchange theoretic study of sourcing arrangements in buyer–supplier relationships
  67. The efficient use of enterprise information for strategic advantage: A data envelopment analysis
  68. Limits to Effective Leadership Style and Tactics in Critical Incident Interventions
  69. Performance Metric Portfolios: A Framework and Empirical Analysis
  70. In “the zone”
  71. COMMENTARY: Silver Bullet Junkies and the Codifiers That Love Them: Behavioral Roots Behind a Legacy of Bad Modeling and Use
  72. The Role of Operational Interdependence and Supervisory Experience on Management Assessments of Resource Planning Systems
  73. Understanding behavioral sources of process variation following enterprise system deployment
  74. Excel Basics to Blackbelt
  75. The Performance Effects of Complementarities Between Information Systems, Marketing, Manufacturing, and Supply Chain Processes
  76. Internal Infrastructural Impacts on RFID Perceptions and Commitment: Knowledge, Operational Procedures, and Information-Processing Standards
  77. Service and cost benefits through clicks-and-mortar integration: Implications for the centralization/decentralization debate
  78. Importance of Organizational Citizenship Behaviour for Overall Performance Evaluation: Comparing the Role of Task Interdependence in China and the USA
  79. Resource enablement modeling: Implications for studying the diffusion of technology
  80. Moderating effects of information access on project management behavior, performance and perceptions
  81. Bipolarity in reactions to operational ‘constraints’: OM bugs under an OB lens
  82. Behavior in operations management: Assessing recent findings and revisiting old assumptions
  83. Incorporating behavioral theory in OM empirical models
  84. ERP in the minds of supervisors
  85. Organizational citizenship behavior and performance evaluations: Exploring the impact of task interdependence.
  86. Order Lead-Time Improvement following Enterprise Information Technology Implementation: An Empirical Study
  87. Online/In-Store Integration and Customer Retention
  88. ERP system and implementation‐process benefits
  89. Business technology complementarities: impacts of the presence and strategic timing of ERP on B2B e-commerce technology efficiencies
  90. Integrated inventory pooling for firms servicing both on-line and store demand
  91. Measuring the impact of organizational constraints on the success of business-to-business e-commerce efforts: a transactional focus
  92. Value chain resource planning: Adding value with systems beyond the enterprise
  93. ERP architectural/operational alignment for order‐processing performance
  94. A process-based model for priority convergence in multi-period group decision-making
  95. Theory and support for process frameworks of knowledge discovery and data mining from ERP systems
  96. Enterprise resource planning: Developments and directions for operations management research
  97. Employee Involvement and Pay at US and Canadian Auto Suppliers
  98. Employee Involvement And Pay At Us And Canadian Auto Suppliers
  99. Attributions of the "causes" of group performance as an alternative explanation of the relationship between organizational citizenship behavior and organizational performance.
  100. Attributions of the "causes" of group performance as an alternative explanation of the relationship between organizational citizenship behavior and organizational performance.
  101. The adoption of electronic data interchange: a model and practical tool for managers
  102. A framework for investments in support building activities (SBAs): support mechanisms and strategic scenarios
  103. Linking Technological Compatibility and Operational Capacity Constraints to Communication Technology Adoption