All Stories

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