Purpose The purpose of this paper is to identify similarities and differences between qualitative-based and quantitative-based research, and to present recommendations for designing and conducting the research so that the possibilities of publishing it in leading Operations Management (OM) journals are improved. Design/methodology/approach The paper takes its outset in contributions made at the 2016 European Operations Management Association Young Scholars Workshop. The theme of the workshop was “Designing and developing research projects in Operations Management – from concept to publication.” Taking the perspectives of the case researcher, the survey researcher and the editor/reviewer, the authors present and discuss the views on and experiences with designing research for publication. Findings The authors identify a number of recommendations that researchers should use when designing, conducting, and presenting their research for publication. The recommendations include the need to clearly and concisely establish relevance, account for choice of methodology as well as the operationalization, sampling, analytical, and validation methods used, and demonstrate the contribution of the paper in the discussion section. Furthermore, the authors draw attention to the importance of developing a publication strategy as early as possible. Other important aspects include the title of the paper, keywords selection, and rejection criteria. Finally, the authors stress the importance of “total quality management” in designing and executing OM research. Originality/value Going beyond the standard author guidelines found at journal web sites, the authors present a collection of viewpoints, which are based on the authors’ experiences as reviewers, editors, and evaluators of OM research projects and their designs.

Presents a case study examining the characteristics of synchronous manufacturing within an automotive context. In particular, the case examines the essential differences between traditional just‐in‐time manufacture and Synchronous manufacture and also explores the nature of buyer‐supplier relationships between Nissan Manufacturing (UK) Ltd and its seating manufacturer – Ikeda Hoover Ltd. The findings of this case, aligned to the developments of the “modular supply model”, suggest that the nature of buyer‐supplier relationships will change as the value‐creation ratio moves from vehicle manufacturers to global first‐tier modular suppliers. Moreover, the growth of the “modular supply model” is likely to require a reappraisal of supply chain relationships as both the nature of buyer‐supplier relationships change and a new tier‐one position is established that moves the modular suppliers closer to the buyer.

Sustainability studies in operations management have reported the positive effects of lean, green and social management systems on various dimensions of a firm's sustainability performance. However, despite its importance and relevance, the time dimension of sustainability has not been systematically considered. This paper recategorizes the well‐identified sustainability initiatives based on a time dimension and empirically validates the categorization. Structural equation modeling analyses were performed using data collected from 284 Chinese automotive firms. The results suggest that various lean and reactive green practices can be categorized as “short‐term sustainability initiatives” because the effects of implementing these practices can be seen in a short time. Specifically, the benefits of implementing short‐term sustainability initiatives can be further strengthened and reinforced in the long run by implementing corporate social responsibility (CSR) practices. In addition, our findings demonstrate that to fully realize the potential associated with CSR practices, firms need to be orientated to the long term and adopt a wait and watch approach.

Strong contracts: the relationship between power and action AbstractPurpose -There is a view that strong preventative contracts are essential to control supplier opportunism and delivery during an outsourcing implementation. This paper tests the proposition that contractual environments, typical of outsourcing engagements, are essentially conflictual and that context and circumstance can act to overwhelm formal contractual and project control and lead to poor outcomes.Design/methodology/approach -The paper reports on a supply case study focused on the outsourced delivery of an application development in the defence sector. Data was gathered by a participant observation in situ for a period of three years. A grounded analysis from observations, diaries, semi-structured interviews, focus groups, documentary analysis, and emails was carried out with six case organisations within the extended supply chain.Findings -Collaboration between suppliers and buyers can be blocked by preventative fixed price contracts and as a result when requirements are incomplete or vague this adversely impacts success. Implications for practiceStrong contractual control focused on compliance may actually impede the potential success of outsourcing contracts especially when collaborative approaches are needed to cope with variability in demand. Originality/valueThe research raises the important practical and conceptual notion that an outsourcing can be a conflictual inter-firm phenomenon, especially where multiple actors are involved and business uncertainty is present.

The paper explores the impact that modularization is having on the structure of supply chains in general and on the role of first-tier suppliers in particular. Two concepts are presented to illustrate firstly the need to redefine the term ‘first-tier’ supplier and secondly to determine how and why value can be transferred within a modular supply chain. The first concept, the ‘continuum of first-tier suppliers’, contends that only certain ‘first-tier’ suppliers will be able to compete within a modular environment, whilst the second concept, ‘value-added second tier’ examines the role (in many cases, the enlarged role) that second-tier suppliers are likely to play within a modular landscape.