Statistical power in operations management research

PurposeThus far, no study collects evidence from practitioners directly to investigate the characteristics of operations management (OM) research that appears to have impacts on OM practice, nor do we know how practitioners evaluate the managerial relevance of OM research. This paper aims to answer two interesting and important questions: how do practitioners judge the managerial relevance of OM research; and whether practitioners' criteria on managerial relevance can help OM researchers improve the relevance?Design/methodology/approachA panel of senior executives was asked to read the top 10 most downloaded papers from theJournal of Operations Managementand fill the designed questionnaire. Following Cronbach's cumulative theory‐building process through which progress is made by successively testing the efficacy of the measures, this research examined the diverse disciplines, consolidated relevant findings, and integrated them into a tractable, meaningful research framework.FindingsThis paper reveals that practitioners evaluate our OM research by three criteria: whether academic research is applicable or implementable (solution oriented), whether academic research provides novel insights or new perspectives to management (eye opening), and whether academic research helps practitioners recognize their situations (accessibility).Originality/valueWhile the awareness of managerial relevance in OM research has been growing, few systematic, quantitative‐oriented empirical studies of practitioners' attitude toward academic OM research exist in current literature. This paper directly explores practitioners' opinions on managerial relevance through quantitative analysis and identified several possible dimensions to pursue managerial relevance in OM research.

Operations management research: an update for the 1990s

Objeto: El objetivo planteado es analizar la investigación en docencia en Dirección de Operaciones (DO) publicada en revistas de alto impacto del área, con objeto de estudiar tendencias y establecer futuros retos.\n\t\t\t\t Diseño/metodología/enfoque: Se ha realizado un estudio bibliométrico en 45 de las principales revistas JCR de DO y Management para el periodo 1995-2010. Los 129 artículos identificados sobre investigación en docencia en DO han sido analizados.\n\t\t\t\t Aportaciones y resultados: Existe una escasez de artículos sobre docencia en las principales revistas de DO y Management. El 62.2% de las revistas analizadas no han publicado ninguno, y las restantes (17) han dedicado tan solo el 0.4% del total de sus publicaciones a esta temática. Predominan los trabajos descriptivos y teóricos/conceptuales, en los que se abordan innovaciones docentes. Entre los retos identificados destacar la necesidad de desarrollar trabajos empíricos de calidad que permitan conocer\n\t\t\t\t el impacto real de las metodologías docentes en la mejora del rendimiento del alumno (en sus diferentes vertientes).\n\t\t\t\t Limitaciones: El análisis se ha restringido a 45 de las revistas más importantes de DO y Management basándonos en trabajos previos. Esta muestra puede considerarse representativa dados los objetivos del estudio planteado.\n\t\t\t\t Implicaciones prácticas: Los investigadores en docencia en DO reciben un análisis los trabajos publicados que les permitirá orientar sus futuras investigaciones en función de los resultados y retos planteados. A los docentes de DO se les ofrece una selección de artículos que pueden ayudarle en el desarrollo de su estrategia formativa. Las empresas se beneficiarán de este trabajo en la medida de que nuestros resultados pueden ayudar a que se ofrezca al mercado laboral directivos mejor formados.\n\t\t\t\t Valor añadido: La innovación en docencia es la base para la mejora de la formación y de la capacitación que obtengan los alumnos y futuros gestores de empresa. No se habían realizado investigaciones previas que estudiaran las publicaciones sobre docencia en revistas de DO y Management y pusieran en valor este importante campo de estudio.

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

Expert system applications in production and operations management: A selected bibliography (1975–1989)

Addressing endogeneity in operations management research: Recent developments, common problems, and directions for future research

A couple of years ago, one of us was a co-author on a paper presenting the results of a nice little operations management (OM) research study. Although narrowly focused, it came to some important conclusions and insights regarding an important concept in our field, but we were at a loss about where to try to publish it. It wasn’t a massive study with multiple confounded variables that had to be teased out using sophisticated statistical techniques, nor did it present impressive, earth-shaking conclusions, so it seemed obvious that it wasn’t suitable for the top journals in our field. Nor, some editors informed us, was it appropriate for the engineering or math or management oriented, journals where OM researchers sometimes publish their work. It seemed we had run out of alternatives. Whereas the field of Finance has 46 or more journals that have the words Finance or Financial in their title, and somewhat the same is probably true for Marketing, Economics, and Management, in OM, there are only about five journals with the words Operations Management somewhere in their title. It thus seemed clear that there was a tremendous need, and opportunity, for additional journals in our field. Moreover, since the demise of the Production & Inventory Management Journal published by APICS (formerly, the American Production and Inventory Control Society) and the Notes section of the Journal of Operations Management, there has been no place for academic scholars to read about and publish small but high-quality OM research studies. Between just these two publications themselves, that means about 70 short OM research papers are not being published each year, or are perhaps being published but in less preferred or less appropriate journals. And since that time, the field has grown in both size and stature, while the pressure for publishing continues to increase. As a result, we decided to take matters into our own hands and initiate an OM journal dedicated to smaller, focused papers that held particular promise of advancing practice, since OM is basically an applied field. The journal would not compete with existing A-level journals in the field but would instead aspire to publish shorter, more sharply focused work that exhibited solid methodological rigor. The journal would entertain all OM topics and all forms of research: survey, math modeling, case, field, qualitative, simulation, ethnography, hermeneutics, metaanalyses, and other such reputable methodologies. However, total manuscript length would be limited to 20 pages (including figures and tables) and the turnaround time would be fast, with a target maximum of 8 weeks. We Oper Manag Res (2008) 1:1–5 DOI 10.1007/s12063-008-0009-8

The operations management research agenda: An update

This chapter shows how the Production and Operations Management (POM) and Marketing interface come together within the input-process-output typology commonly found in operations management. The integration of POM functions with Marketing continues to prove a point of considerable attention in multi-channel retailing literature. The current multichannel retailing research in POM and Marketing falls into three distinct categories, related to complex market segments, increased inventory volatility, and returned and remanufactured goods. Online search engines and advanced user interface provide richer information to consumers, the characteristics of these segments may shift to become more strategic. Firms constantly strive to reduce optimal levels of inventory by fostering better communication throughout the supply chain and aligning product distribution strategies. The issue of product returns is a still an underdeveloped research topic, one that requires understanding the combined issues of cross-functional integration of marketing and operations, and reverse flow of products.

Production and Operations ManagementVolume 21, Issue 5 p. 975-976 Call for Papers Special Issue of Production and Operations Management: Multi-Methodological Research in Production and Operations Management Guest Editors: T. C. E. Cheng, Guest Editors: T. C. E. ChengSearch for more papers by this authorTsan-Ming Choi, Tsan-Ming ChoiSearch for more papers by this authorXiande Zhao, Xiande ZhaoSearch for more papers by this author Guest Editors: T. C. E. Cheng, Guest Editors: T. C. E. ChengSearch for more papers by this authorTsan-Ming Choi, Tsan-Ming ChoiSearch for more papers by this authorXiande Zhao, Xiande ZhaoSearch for more papers by this author First published: 19 September 2012 https://doi.org/10.1111/j.1937-5956.2012.01408.xCitations: 2Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat No abstract is available for this article.Citing Literature Volume21, Issue5September-October 2012Pages 975-976 RelatedInformation

POM research productivity in U.S. business schools

The main objective when teaching the Production and Operations Management (POM) course is to provide students with the understanding and ability to apply theories and principles to real-world production. However, the teaching of this course is clearly different from some other courses in which students can apply theories to laboratory simulations; for example, the Plant Design course. This paper proposes game simulation for the POM course on production using Pull system and Push system, assuming situations of television production applied from Hongyi Sun’s method. The main materials are white paper, color pens, and production order cards. The main purpose was to provide students with a clear and factual visualization of overall production planning systems. The game simulation was tested with students of the POM course in the Industrial Management and Operations Program, Thammasart University. This game simulation study was compared with normal lecturing. It was found that students were mostly satisfied with the simulation and found it to be an interesting approach, providing the opportunity for problem-solving, creating a better understanding of both production-planning principles.

We present a retrospective look at the articles on New Product Development that appeared in the first 50 issues of Production and Operations Management (POM). We discuss some of the strengths and weaknesses of this POM literature stream. This article is not intended to be a literature review or an exhaustive review of the articles. Rather, we seek to identify new opportunities for rigorous and relevant research, research that has the potential of differentiating and enhancing POM within the Operations Management literature.

A training tool for chemical engineering students with the aim of promoting a proper learning environment in decision making related to production and operations management (POM) was developed. This tool is supported on discrete event simulation, by which end users can pose different scenarios of operation of the production process, using the production of soap as a study case, and evaluates how they affect system performance in terms of production level achieved. The tool developed not only addresses the production of soap, but also takes into account the distribution of raw materials for processing and distribution of final products among other decisions addressed by the POM. The study shows the importance of simulation in the teaching / learning process, especially on issues related to the production and operations management

Operations Management Research was started to promote research that advances both the theory and practice of operations management (Meredith and McMullen 2008). In this guest editorial, we discuss how operations management (OM) researchers could more systematically engage in the exploration of technological opportunity. In this respect, operations management research is an activity shaped by technological invention and innovation in use. Whereas OM researchers currently are still mainly interested in the performance of OM processes and practices adopted by large populations (e.g. of firms or customers), they should also attend to early adopters trying out new technology as well as those combining and configuring existing technologies in new ways. Expanding attention from studying how established practice transforms operational contexts in terms of efficiency and reliability to the development of innovative practice requires an integrative methodological approach for OM research. We outline such an integrative approach, based on a science-for-design approach. To systematically link practice and science, five methodological steps for the systematic formulation of research agendas and the development and testing of design principles are proposed. As such, we provide a framework that effectively connects practice and the scientific knowledge base in developing field-tested and grounded OM knowledge.