The scholarly exchange of knowledge in Operations Management

A number of studies have investigated the quality of journals in Operations Management. This research steps back from these studies and investigates the exchange of ideas within Operations Management journals and between other management disciplines (Management, Marketing, and Finance) during the last decade (1998–2007). Journal citation metrics provide a measure for the exchange of scholarly ideas. Operations Management (OM) journals show a willingness to cross-pollinate ideas with other management disciplines. But, they also tend to have a higher level of self citations and lower level of within discipline citation exchanges when compared to other management disciplines. As a result, Operations Management journals may reflect methodological silos in the field that could potentially dampen scholarly exchange. In general, increasing the diversity of scholarly exchanges within Operations Management, and conducting more cross-disciplinary research with other management disciples should improve the scholarly development of Operations Management.     

ENACTMENT IN MANAGERIAL JOBS: A ROLE ANALYSIS*

Research into managerial jobs and behaviour has been appropriately criticized for being acontextual and atheoretical. Hales (1986) suggested that role theory could provide one suitable theoretical framework. This article assesses the merit of that suggestion and then develops it by proposing a theoretical model of the antecedents of a manager's impact on the expectations held by others that partially define the job. the analysis integrates research from the fields of managerial behaviour, leadership dyads, symbolic interactionism, and idiosyncratic jobs to produce a more comprehensive model of the determinants of ‘expectation enactment’in managerial jobs. It brings an enactment or ‘emergence’perspective to the field of managerial jobs and behaviour that is consistent with recent developments in other parts of the organizations and management studies literature. Implications for future research are discussed.     

Behavior in operations management: Assessing recent findings and revisiting old assumptions

In this paper, we provide a perspective on why behavioral research is critical to the operations management (OM) field, what prior research exists, and what opportunities lie ahead. The use of human experiments in operations management is still fairly novel despite a small stream of publications going back more than 20 years. We develop a framework for identifying the types of behavioral assumptions typically made in analytical OM models. We then use this framework to organize the results of prior behavioral research and identify future research opportunities. Our study of prior research is based on a search of papers published between 1985 and 2005 in six targeted journals including the Journal of Operations Management, Manufacturing and Service Operations Management, Production and Operations Management, Management Science, Decision Sciences, and the Journal of Applied Psychology.     

Purchasing and supply management as a multidisciplinary research field: Unity in diversity?

Since the 1960s, research on Purchasing and Supply Management (PSM) has grown substantially, but in recent times various scholars have challenged the actual progress and coherence of the field. In delivering such critiques, the underlying, dominant view of PSM research is that it constitutes an academic discipline. In contrast, we offer an alternative perspective that views PSM as a multi-disciplinary field of research, drawing from Operations Management, Marketing and Strategy & Organization as reference disciplines. Adopting this perspective, we conduct a review of 2522 purchasing and supply management publications in a multi-disciplinary set of 18 high-impact management journals, published in the period 1995–2014. We analyse how PSM research has developed over time; quantitatively and content-wise, in terms of the topics and theories being addressed. We find that across the three reference disciplines and the specialist PSM journals, there is diversity, with distinct features of each journal group in terms of the one or two most popular topics or theories. Still, considering the full base of PSM publications in each journal group, there is considerable overlap. Supplier Relationship Management is a popular topic throughout, and the top-5 of topics for each of the journal groups demonstrates a high degree of overlap, in any given lustrum period. With one exception, TCE is the most popular for all journal groups for all periods and of the 17 different theories identified, only four have been applied by just one journal group. Thus, we conclude that PSM research is characterised by ‘unity in diversity’: “E Pluribus Unum”, and offer recommendations how this multi-disciplinary composition of the field can be leveraged in future research.     

International quality awards and excellence quality models around the world. A multidimensional analysis

There are many theories about what is Total Quality Management and the scope to implement it. Researchers from several countries agree that the International Quality Awards and Excellence Quality Models are the viable form to achieve, under these criteria, an excellence in quality topics. However, if we analyze carefully the criteria of these awards around the world, we can find likely the most heterogeneous element as a guide and evaluation, depending on the geographical places. But the truth is that quality is a universal concept and the achievement of Total Quality Management needs the criteria and unified elements around the world. The aim of this paper is to find a logical structure to evaluate and apply the Total Quality Management in any company around the world despite cultural and geographical situations. As a result of the research, thirty nine International Quality Awards and Excellence Quality Models were examined through the cluster analysis, carrying out seven dimensions that involve all necessary criteria to achieve and evaluate the Total Quality Management.     

The relative importance of journals used in operations management research A citation analysis

Journal rankings are important for a variety of reasons, most importantly as the basis of academic tenure and promotion decisions. A common approach in other fields is the citations methodology which is used in this study to determine the relative importance of various operations management (OM) journals. The citations analysis noted the frequency that all other journals are cited in Decision Sciences, Journal of Operations Management, and Management Science during the period 1992 to 1994. Rankings are provided based on total citations, citations per article, and citations per words published. The study shows that the journals with the most importance to OM research are Management Science, Decisions Sciences and Operations Research. Other journals important to OM research are the Harvard Business Review, Journal of Operations Management, and IIE Transactions.     

Winning the tournament for named professorships in management

We apply tournament theory to explain the process within which selection of named professorships takes place and a procedural justice test to justify winning the named professorship tournament. Specifically, we estimate the probability that management professors hold one of the highest rewards for academic research productivity, a named professorship, as a function of his or her research credentials, as measured by the number of articles published in a small core of elite management journals. Alphabetically, these are Academy of Management Journal, Academy of Management Review, Administrative Science Quarterly, Journal of Operations Management, Management Science, Operations Research, Organization Science, and Strategic Management Journal. Although each of the eight journals is positively related to the probability of attaining a named professorship, the Academy of Management Review and the Academy of Management Journal emerge as the two most influential management journals.     

Research in Cognition and Strategy: Reflections on Two Decades of Progress and a Look to the Future

This review of cognition in strategic management research takes as its starting point the appreciation of the seminal paper, ‘Competitive groups as cognitive communities: the case of Scottish knitwear manufacturers’, by Porac, Thomas and Baden‐Fuller on cognitive categorization of competition, published in the Journal of Management Studies only 20 years ago. In this paper, I reflect on the context in which their paper emerged, the impact it has had, and the future paths that research on cognition in strategy might take. In doing so, I highlight the challenges associated with establishing cognition as a legitimate factor in strategic management (alongside the traditional explanations of capabilities and incentives) and of showing the causal relationship between cognition and strategic outcomes. Subsequent work in cognition explored the dynamic relationship between cognition, capabilities, and incentives, and, in process models of framing, linked cognition with political action. Rather than managerial cognition becoming its own independent field, cognitive concepts have diffused throughout work in many different managerial fields, leading to a proliferation of terms, concepts, and approaches. I conclude by exploring some of the paths that research in cognition and strategy is taking in the present day – particularly those involving studies of the construction of markets and categories, each of which are themes that the work by Porac, Thomas and Baden‐Fuller brought to our attention.     

The scope for market segmentation within the charity market: An empirical analysis

Based on the analysis of 384 questionnaires, this paper investigates the scope for market segmentation for a variety of UK charities. The results call into question the idea that donor preferences expressed for a particular type of charity are associated with particular demographic, lifestyle or opinion and attitude segments. The managerial implications of the findings are discussed and suggestions for future research are made.     

BOOK REVIEWS

Books reviewed in this article:
OPERATIONS RESEARCH
Operations Research . By N. SIEMENS, C. H. MARTING and F. GREENWOOD
Industrial Operations Research . By W. J. FABRYCKY, P. M. GHARE and P. E. TORGERSEN
Operations Auditing . By R. A. LINDBERG and T. COHN
ORGANIZATIONAL CONTROL
An Approach to General Systems Theory . By G. KLIR
Brain of the Firm . By S. BEER
Management Control . By S. EILON
Systems Anabsis . Edited by S. OPTNER
PRODUCTIVITY BARGANING
Bargaining for Change . Edited by B. TOWERS, T. G. WHITTINGHAM and A. W. GOITSCHALK
Pay, Productivig and Collective Bargaining . By ROBERT B. MCKERSIE and LAURENCE C. HUNTER
SMALL BUSINESS
Management Motivation in the Smaller Business . By M. K. J. STANWORTH and J. CURRAN.
Small Manufactwing Btlsiness in N. Ireland . By J. BATES and hl. BELL
The Needs of the Manager in the Small Compay . By M. B. CUMBERS
Manpower Training and Development . By J. P. J. KENNEY and E. L. DONNELLY
Problems in Adult Retraining . By EUNICE BELBIN and R. MEREDITH BELBIN
Training in Industry: Management of Learning . By BERNARD M. BASS and JAMES A. VAUGHAN
Group Training for Individual and Organizational Development . Ed. C. L. COOPER
Modern Theory and Method in Group Training . Edited by WILLIAM G. DYER     

CAREER ORIENTATIONS IN DIFFERENT COUNTRIES AND COMPANIES: AN EMPIRICAL INVESTIGATION OF WEST GERMAN,BRITISH AND US INDUSTRIAL R&D PROFESSIONALS[1]

This study examined dimensions and levels of career orientations and their correlation with work-related outcome criteria among industrial R&D professionals. Questionnaire data were obtained in 11 West German, 4 British, and 2 US R&D units of large industrial companies. Respondents were 729 West German, 217 British, and 124 US scientists and engineers. Managerial career orientation and professional/scientific career orientation emerged from factor and scale analyses as two independent orientation dimensions with similar meaning across the three countries and the 17 R&D organizations. Results indicated significant cross-country differences in levels of professional/scientific career orientation, but not in levels of managerial career orientation. Significant differences in levels of both orientation dimensions were detected between R&D units within countries. Distinctive characteristics of West German firms employing R&D staff with particularly strong professional/scientific or managerial career orientations are suggested. Managerial and professional/scientific career orientations were found to be differentially related to objective indicators and self-ratings of research performance. Directions for future research and managerial implications for selecting and rewarding R&D employees with different patterns of career orientations are discussed.     

Exploring Exploration Orientation and its Determinants: Some Empirical Evidence*

abstract Adopting an information‐process perspective, this article conceptualizes exploration orientation in terms of scope of information acquisition. In line with this conceptualization, a multidimensional operational measure of exploration orientation is developed and its internal consistency established. The measure appears to have nomological validity in that it behaves as predicted with measures of variables hypothesized to be related to exploration orientation. Consistent with the emerging co‐evolution framework, environmental pressures as well as managerial intentions are found to influence an organization's exploration behaviour. Specifically, empirical results indicate that more environmental dynamism, a stronger organization mission, a prospector orientation and larger slack resources are associated with a greater exploration orientation. Implications, shortcomings and future research directions are discussed.     

Worlds apart? — a look at the operations management area in the US,UK and Scandinavia

This paper is concerned with the discipline of Operations Management. The paper looks at the convergence and divergence of research in OM in Scandinavia, the US, and the UK. The three different research traditions are described and analysed separately and then compared and contrasted. A short example is presented from the management of advanced technology literature. A synthesis is offered that locates the three traditions on Jick’s “three-horned dilemma”. Opportunities for researchers in each tradition to learn from the others are described.     

Employee lactation: A review and recommendations for research,practice, and policy

Recent social justice movements call for an increased focus on workplace diversity, equity, and inclusion. Given the large proportion of working mothers who return to work after having a baby, research about lactation, work, and human resources issues is sorely needed to increase knowledge and understanding of working and lactating mothers' needs so that they feel welcome, respected, and supported in the workplace. For mothers who feed their baby breastmilk, concurrently managing work responsibilities and lactation demands can be a substantial source of employee stress and can create work-family conflict. Research on workplace lactation across a variety of disciplines has increased over the past decade. As attention to lactation is slowly increasing in the management and organizational behavior literature, synthesizing research from other domains into the organizational and managerial sciences is a critical precursor to facilitating future research in the field as well as translating that research into meaningful action in organizations. We contribute to filling this gap, by reviewing and coalescing research across relevant domains, grounding it in extant theory, and offering a conceptual model suggesting the critical antecedents that facilitate employee lactation behaviors, and the work-related moderators that meaningfully impact those relationships. Finally, we offer recommendations to guide future research both methodologically and substantively so as to advance management theory and research surrounding employee lactation at work, and offer practical implications for organizations as well as for public policy.     

Déjà lu: On the limits of data reuse across multiple publications

Scholars in our field, Operations and Supply Chain Management (OSCM), are under high pressure to show research productivity. At most schools, this productivity is measured by the number of journal articles published. One possible response to such pressure is to improve research efficiency: publishing more journal articles from each data collection effort. In other words, using one dataset for multiple publications. As long as each publication makes a sufficient contribution, and authors ensure transparency in methods and consistency across publications, generating more than one publication from one data collection effort is possible. The aim of this Notes and Debates article, however, is to draw attention to inappropriate reuse of empirical data in OSCM research, to explain its implications and to suggest ways in which to promote research quality and integrity. Based on two cases of extensive data reuse in OSCM, eighteen problematic practices associated with the reuse of data across multiple journal articles are identified. Recommendations on this issue of data reuse are provided for authors, reviewers, editors and readers.     

The Management of ‘Highflier’ Executives In France: the Weight of the National Culture

Frank Bournois is Maître de Conférences (Senior Lecturer) in Human Resource Management at the Université Jean Moulin-Lyon III, and Sylvie Roussillon is Head of the Human Resources Group at ESC Lyon (Lyon Graduate School of Business). These authors report here, for the first time, the results of a recent study into the particular practices used by French companies to identify and manage highflying executives. As preceding articles in this issue have shown, managerial élites are a key part of the French management system. This research reveals that the management of the highflier process is subtle, relatively unstructured, and informal – there is very little use made, for example, of assessment centres. A number of practical recommendations are made for those senior managers who are currently charged, or may in the future be charged, with the responsibility for the operation of this process.     

我国绿色创新研究的知识图谱可视化分析

低碳经济背景下,绿色创新作为缓解经济增长过程中资源环境约束问题的重要举措,受到学术界广泛关注.以中国知网收录的绿色创新核心文献为样本,综合运用CiteSpace、SATI、Excel等计量可视化工具绘制知识图谱,对国内绿色创新研究领域的文献年代分布、发文作者、科研机构、关键词以及突现词等进行分析.分析结果表明:我国绿色...     

Mastering complexity and changes in projects,economy, and society via Project Management Second Order (PM‐2)

Project Management Second Order (PM‐2) is based on new insights in modern natural and social sciences, which were analyzed in a research program. This was explained in a previously published article in this journal (Saynisch, 2010 ). PM‐2 is a new paradigm and will be the leading concept for the next decades. The concept of PM‐2 was awarded the IPMA Research Award 2007 and the International Centre for Complex Project Management Research Prize 2010. The model represents a reference model. This article will explain the genesis of PM‐2 as well as the principles, methods, and processes. Further, practical use will be discussed and real examples of transfer will be shown as well as PM‐2 in the context of project‐oriented companies. Integration aspects of CPMCS (ICCPM), ICB3 (IPMA), PMBOK® Guide/OPM3® (PMI) as a future view will be shown.     

Managerial Behaviour Research in Private and Public Sectors: Distinctiveness, Disputes and Directions

A managerial behaviour approach is identified that has sought to understand managerial work by analysing the day‐to‐day behaviour of individual managers: what do managers do? It is argued that this approach is distinctive and that its distinctiveness is valuable and has not received adequate attention. The distinctiveness is defined by its research background, object, focus and methodology. The managerial behaviour approach has developed from research over nearly fifty years: long enough for there to have been a variety of disputes about what has, or ought to have been, achieved. The relevance of these criticisms and what later research has done to meet them is assessed. Recent research directions are identified and suggestions are made for building on the distinctiveness. It is concluded that the institutional embeddedness of managerial work should attract further scholarly attention, and that the contribution of researchers in the public sector, who come from a differentdisciplinary background, needs to be integrated with that of researchers from organizational behaviour as they can contribute new conceptual approaches, which could help to revivify this field of research.