Advancing Empirical Science in Operations Management Research: A Clarion Call to Action

Abstract

In this paper, we examine the rise of empirical operations management research in Manufacturing & Service Operations Management (M&SOM). We review 91 empirically focused papers published in M&SOM since its inception in 1999, classifying them based on data type and data collection methodology. The results show that although empirical operations management research has made great strides thus far, empirical research still lags analytic modeling, and much work remains to be done. We call on operations management scholars to broaden and increase their use of empirical tools as a vital source of new knowledge creation; and we highlight the benefits of filling methodological gaps, especially in case and survey research. Drawing on the dynamics associated with paradigm shifts, we offer a new research paradigm that we term combinative research value, in which these two empirical techniques, coupled with other approaches (e.g., web scraping, analyses of big data, and/or analytic modeling), can help accelerate our understanding of changing operating strategies and practices. We advocate for a tighter integration of analytical and empirical operations management knowledge in order to address the challenges and opportunities of the fast-paced, enormous forces of change in the 21st century.

The influence of perceived host country political risk on foreign subunits' supplier development strategies

“…As Eisenhardt (2019, p. 225) recently noted, “inductive methods may offer better understanding of understudied contexts and related constructs such as for family businesses (e.g., highly relevant in much of South America) and unique roles of the state (e.g., China) than deductive, econometrics‐based methods.” This statement parallels calls by SC/OM scholars for more exploratory studies to uncover new and emerging phenomena important to the dynamism inherent in our field (Ferdows, 2018; Roth & Rosenzweig, 2020; Roth, Singhal, Singhal, & Tang, 2016). We characterize our work as exploratory due mostly to the iterative nature of developing novel theory.…”

“…In this way, theory building from case studies can help capture tacit knowledge through dialogue and observations at the local level (see Roth, Marucheck, Kemp, & Trimble, 1994) and link it to managers' underlying and often obscure rationales for their strategic choices. Roth and Rosenzweig (2020) recently espoused the need for using all types of empirical research in our SC/OM toolkit. Ferdows (2018) expressed concern about the lack of commonly accepted research methodologies and habits in the SC/OM fields compared with those in other disciplines (e.g., strategy, international business), making it difficult to address the complexity of managing global operations.…”

A behavioral perspective on service center routing: The role of inertia

“…Through our empirical analyses of a service center, we provide evidence of a phenomenon unaddressed by service operations research—inertia in routing decisions—and we unpack major performance implications. Our study contributes to the growing empirical service operations management literature (Roth & Rosenzweig, 2020), particularly in the field of behavioral operations (Bendoly et al, 2010; Donohue et al, 2020). Gino and Pisano (2008) point out that humans remain critical to operations management, yet research often makes unrealistic assumptions about their behavior.…”

Managing strategic resources in petroleum industry projects

“…This opinion is also reinforced by Barratt, Choi, and Li (2011) and Ketokivi and Choi (2014). Third, qualitative approaches appear more suitable for operations management studies that are focussed on not only current phenomena (Roth and Rosenzweig 2020), but also the intersection of its various functions (Flynn, Sakakibara, and Schroeder 1995;Joshi, Kathuria, and Porth 2003;Pagell 2004;Mahapatra, Narasimhan, and Barbieri 2010;Parry, Mills, and Turner 2010).…”