OOIR: Observatory of International Research

Papers

(The H4-Index of International Journal of Operations & Production Management is 37. The table below lists those papers that are above that threshold based on CrossRef citation counts [max. 250 papers]. The publications cover those that have been published in the past four years, i.e., from 2020-11-01 to 2024-11-01.)

Article	Citations
Supply chain sustainability: learning from the COVID-19 pandemic	412
Strategic supplier relationships and supply chain resilience: Is digital transformation that precludes trust beneficial?	107
On the road to digital servitization – The (dis)continuous interplay between business model and digital technology	106
Pandemic-induced knowledge gaps in operations and supply chain management: COVID-19’s impacts on retailing	85
Managing information asymmetry in public–private relationships undergoing a digital transformation: the role of contractual and relational governance	81
Digital orientation, digital maturity, and digital intensity: determinants of financial success in digital transformation settings	76
The role of digital transformation to empower supply chain finance: current research status and future research directions (Guest editorial)	75
Big data analytics in digital platforms: how do financial service providers customise supply chain finance?	72
Designing blockchain systems to prevent counterfeiting in wine supply chains: a multiple-case study	72
The application of theory in literature reviews – illustrated with examples from supply chain management	71
Preparing supply chain for the next disruption beyond COVID-19: managerial antecedents of supply chain resilience	69
Explaining the servitization paradox: a configurational theory and a performance measurement framework	66
The mitigating role of blockchain-enabled supply chains during the COVID-19 pandemic	66
The hidden side of sustainable operations and supply chain management: unanticipated outcomes, trade-offs and tensions	64
The impact of digitalization and inter-organizational technological activities on supplier opportunism: the moderating role of relational ties	63
Capabilities for enhancing supply chain resilience and responsiveness in the COVID-19 pandemic: exploring the role of improvisation, anticipation, and data analytics capabilities	55
Exploring the application of blockchain to humanitarian supply chains: insights from Humanitarian Supply Blockchain pilot project	54
The dark side of supply chain digitalisation: supplier-perceived digital capability asymmetry, buyer opportunism and governance	54
Redesigning global supply chains during compounding geopolitical disruptions: the role of supply chain logics	52
Supply chain resilience in mindful humanitarian aid organizations: the role of big data analytics	52
Exploring digital servitization trajectories within product–service–software space	52
Leveraging the circular economy with a closed-loop supply chain and a reverse omnichannel using blockchain technology and incentives	51
Catastrophic supply chain disruptions and supply network changes: a study of the 2011 Japanese earthquake	50
The metaverse as a breakthrough for operations and supply chain management: implications and call for action	49
Modern slavery in supply chains: insights through strategic ambiguity	49

Geopolitical disruptions and the manufacturing location decision in multinational company supply chains: a Delphi study on Brexit	46
Additive manufacturing in the apparel supply chain — impact on supply chain governance and social sustainability	46
Digitalization opportunities for the procurement function: pathways to maturity	46
Is lean a theory? Viewpoints and outlook	44
Socially responsible operations in the Industry 4.0 era: post-COVID-19 technology adoption and perspectives on future research	44
“Managing the “new normal”: the future of operations and supply chain management in unprecedented times”	43
Toward a multilevel perspective on digital servitization	42
Practitioners' learning about healthcare supply chain management in the COVID-19 pandemic: a public procurement perspective	41
Thinking differently about supply chain resilience: what we can learn from social-ecological systems thinking	41
Developing a learning-to-learn capability: insights on conditions for Industry 4.0 adoption	40
The interplay between digital transformation and governance mechanisms in supply chains: evidence from the Italian automotive industry	39
A complexity management approach to servitization: the role of digital platforms	37