All Stories

  1. Managing Procurement Contract Design, Incentives, and Relationships
  2. Nudging Resilience: Designing Decision Environments for Responding to and Recovering From Operational Disruptions
  3. Continental shift: operations and supply chain management research from an African perspective
  4. Editorial: Balancing continuity and change in operations and supply chain management research
  5. Infiltration, interdiction, and other covert supply chain operations: a research agenda
  6. Operations & supply chain management: principles and practice
  7. Scaling Emerging Healthcare Technology: Managing Paradoxical Tensions in A Connected Health Platform
  8. Coordinating supplier-induced disruptions via governance mechanisms: Aligning coordination activities with coordinating requirements
  9. Achieving resilient supply chains: managing temporary healthcare supply chains during a geopolitical disruption
  10. Conflict and Contract Use in Cross-Cultural Buyer–Supplier Relationships: The Role of Cultural Context
  11. Managing coopetition dynamics: A longitudinal study of a multiparty alliance formation in a large utilities project
  12. Scale in Project Management: A Review and Research Agenda
  13. Realizing NetZero in social housing: strategic public procurement and internal stakeholder engagement
  14. Conflict in Supply Chain Relationships: A Review, Conceptualization, and Future Research Agenda
  15. Large interorganizational projects (LIPs): Toward an integrative perspective and research agenda on interorganizational governance
  16. Impact pathways: a home for insights from relevant and impactful operations and supply chain management research
  17. Navigating the “performing-organizing” paradox: tensions between supply chain transparency, coordination, and scope 3 GHG emissions performance
  18. Governing open innovation projects: The relationship between the use of trust and legal bonds
  19. Network orchestration in a large inter‐organizational project
  20. Governing inter-organisational relationships in large projects: a review and future research agenda
  21. Trust and opportunism as paradoxical tension: Implications for achieving sustainability in buyer-supplier relationships
  22. Using nudges to realize project performance management
  23. Systems levels in purchasing and supply chain management (PSCM) research: exploring established and novel theories to address PSCM problems and challenges
  24. Knowledge sharing in project-based supply networks
  25. Information sharing in public-private relationships: the role of boundary objects in contracts
  26. Cross-national collaboration in strategic transport projects: The impact on benefits realization
  27. Creating and distributing sustainable value through public-private collaborative projects
  28. Global Value Chain Reconfiguration and COVID-19: Investigating the Case for More Resilient...
  29. Conflict in Supply Chain Relationships: A Review, Conceptualization, and Future Research Agenda
  30. Managing information asymmetry in public–private relationships undergoing a digital transformation: the role of contractual and relational governance
  31. Responding to information asymmetry in crisis situations: innovation in the time of the COVID-19 pandemic
  32. Reconciling and reconceptualising servitization research: drawing on modularity, platforms, ecosystems, risk and governance to develop mid-range theory
  33. The manifestation of coordination failures in service triads
  34. The Decision Process of Contracting in Supply Chain Management
  35. Justice in inter-organizational relationships: A literature review and future research agenda
  36. Sustainable supply chain management and partner engagement to manage climate change information
  37. Inter-organizational governance: a review, conceptualisation and extension
  38. Management innovation in complex products and systems: The case of integrated project teams
  39. Public-Private Partnerships for Health Services: Construction, Protection and Rehabilitation of Critical Healthcare Infrastructure in Europe
  40. Effective contracting for high operational performance in projects
  41. Temporary multi-organizations: Constructing identities to realize performance improvements
  42. Converging and Diverging Governance Mechanisms: The Role of (Dys)Function in Long-term Inter-organizational Relationships
  43. Converging and Diverging Governance Mechanisms: the Dynamic Interplay of (Dys)function
  44. Social Value Creation and Relational Coordination in Public-Private Collaborations
  45. Driving green supply chain management performance through supplier selection and value internalisation
  46. Ambidexterity, performance and environmental dynamism
  47. Converging and Diverging Governance Mechanisms: The Role of (Dys)Function in Long-Term Inter-Organizational Relationships
  48. Performance-based contracting in business markets
  49. Book reviews
  50. Servitising manufacturers: the impact of service complexity and contractual and relational capabilities
  51. Complexity
  52. Public Procurement
  53. Healthcare Operations Management
  54. Governance and Complex Performance:The Dynamic Interplay of Governance (Dys)functions
  55. Institutional Entrepreneurship in Public Organizations and Institutional Voids in Emerging Economies
  56. Are public–private partnerships a healthy option? A systematic literature review
  57. Driving sustainable supply chain management in the public sector
  58. Squaring the circle
  59. Reputational risks and sustainable supply chain management
  60. Procuring complex performance: the transition process in public infrastructure
  61. Procuring complex performance: implications for exchange governance complexity
  62. Is doing more doing better? The relationship between responsible supply chain management and corporate reputation
  63. Procuring Complex Performance (PCP) in the UK Defense Sector
  64. Europe Sees Mixed Results From Public-Private Partnerships For Building And Managing Health Care Facilities And Services
  65. Automotive Enterprise Transformation: Build to Order as a Sustainable and Innovative Strategy for the Automotive Industry?
  66. An engineering systems approach to strategic change: The case of the European automotive industry
  67. Delivering integrated solutions in the public sector: The unbundling paradox
  68. Implementing build-to-order strategies: enablers and barriers in the European automotive industry
  69. Towards a model of governance in complex (product–service) inter‐organizational systems
  70. Procuring Complex Performance
  71. De facto privatization or a renewed role for the EU? Paying for Europe's healthcare infrastructure in a recession
  72. Procuring complex performance in construction: London Heathrow Terminal 5 and a Private Finance Initiative hospital
  73. Towards the strategic outsourcing of core competencies in the automotive industry: threat or opportunity?
  74. Contracts, relationships and integration: towards a model of the procurement of complex performance
  75. The dynamics of contractual and relational governance: Evidence from long-term public–private procurement arrangements
  76. Outsourcing: Management and Practice Within the Automotive Industry