Operations Management Literature: Publications on Real-World Applications

Lingaraj, B. P.; Raiszadeh, Farhad M. E.

doi:10.1287/inte.13.6.116

Cited by 5 publications

(2 citation statements)

References 5 publications

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“…Twenty years ago, Gupta (1971) declared the theoretical solutions of scheduling problems so prominent in OM literature to be "of no appreciable use to practising schedulers". A dozen years on, Lingaraj and Raiszadeh (1983) found in their survey of eight OM journals that less than a quarter of all the articles were real world applications, and that 26 per cent of those were on scheduling. In their update of the OM research agenda, Amoaka-Gyampah and investigated the contents of major OM journals and concluded, "current research is not much different from pre-1980 research in terms of orientation and emphasis".…”

Section: The Academic/practitioner Gap In Ommentioning

confidence: 99%

Closing the gap: a polemic on plant‐based research in operations management

Hill

Nicholson

Westbrook

1999

International Journal of Operations &Amp; Production Management

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There has been a growing call from within the operations management (OM) academic community for research of more managerial relevance. This has implied a greater emphasis on empirical research: surveys, cases, and action research. But in fact these types are quite different. However, the great majority of empirical OM work published is based on postal surveys and/or interviewing executives, where research method selection is made for reasons of practical convenience and academic expectation. Given the level of complexity involved in understanding the OM perspective of business issues then the emphasis should be placed on plant-based research. Conducting research on-site and investigation through the analysis of relevant data, issues, developments and events ensures relevance and a validity essential to making an impact on business practice. There are obstacles to increasing the amount of plant-based research which is carried out, such as practical and personal difficulties, a mistaken concern over research rigour, and academic institutional inertia. Each of these needs to be overcome if OM research is to influence business practice more in the future than it has in the past.

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Section: The Academic/practitioner Gap In Ommentioning

confidence: 99%

Closing the gap: a polemic on plant‐based research in operations management

Hill

Nicholson

Westbrook

1999

International Journal of Operations &Amp; Production Management

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“…Over 20 years ago Gupta[17] declared the theoretical solutions of scheduling problems, which were so prominent in OM literature, to be “of no appreciable use to practising schedulers”. A dozen years on, Luigaraj and Raiszadeh[18] found in their survey of eight OM journals that less than a quarter of all the articles were real‐ world applications, and that 26 per cent of those were on scheduling. Swamidass[19], like Meredith et al [20], found that the focus of published research had changed little by 1987.…”

Section: The Academic/practitioner Gap In Operations Managementmentioning

confidence: 99%

Priority Management: New Theory for Operations Management

Westbrook

1994

International Journal of Operations &Amp; Production Management

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Reports a series of action projects in UK manufacturing companies which found that formal planning and control activity was less evident than the management of priorities. The reasons for this were found in the innate instability of these companies′ operations. This finding provokes a fresh look at two themes which formerly produced much literature: the relative failure of computers in production management; and the gap between OM academics and practitioners. A third theme, taken from the OB literature on the reactive nature of managerial work, throws light on both these issues. The instability of batch manufacturing operations can thus be seen as a norm, not a departure from a norm of stability. The assumption of a stable environment helps to explain why the formal MPC systems had often disappointed, and why the practitioners had made little use of OM academic work. Explores the nature of the instability as being principally concerned with the three dimensions of variety, variation and volume. Defines priority management, and positions it in relation to manufacturing strategy and to more technical approaches to OM. Develops a general theory of priority management which draws together various mid‐range theories and empirical studies.

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Expert systems in production and operations management: research directions in assessing overall impact

Byrd

Hauser

1991

International Journal of Production Research

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Operations Management Literature: Publications on Real-World Applications

Cited by 5 publications

References 5 publications

Closing the gap: a polemic on plant‐based research in operations management

Closing the gap: a polemic on plant‐based research in operations management

Priority Management: New Theory for Operations Management

Expert systems in production and operations management: research directions in assessing overall impact

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