OOIR: Observatory of International Research

Papers

(The TQCC of International Journal of Operations & Production Management is 25. 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 2022-07-01 to 2026-07-01.)

Article	Citations
Improving group problem solving through awareness of members’ problem-solving preferences	176
Do more concentrated supplier portfolios benefit firm innovation? The moderating roles of financial slack and growth opportunities	137
Impact pathways: managing relational risk in project operations	137
Effects of supply chain quality event announcements on stock market reaction: an empirical study from China	123
Retraction notice: Who sees what, why and how? Rethinking transparency and opacity in OSCM	110
Project managers' reactions to project disruption: sponsor actions versus environmental uncertainty	110
Linking competitive priorities, smart manufacturing advancement and organizational microfoundations	98
How leadership for Quality 4.0 affects thriving at work: a multilevel study from the identification perspective	79
Sustainable agriculture in developing countries: the role of operations and supply chain management in group initiatives	77
Achieving resilient supply chains: managing temporary healthcare supply chains during a geopolitical disruption	74
(Un)Learning sustainability practices in a multi-tiered supply chain: an interpretive study	74
Making agency theory work for supply chain relationships: a systematic review across four disciplines	72
Let's talk about it: the impact of nurses' implicit voice theories on individual agility and quality of care	66
The stakeholder orientation paradox: implications for supplier sustainability risk and the role of institutional distance	65
Do ride-hailing drivers' psychological behaviors influence operational performance?	62
Bridging sustainability knowledge management and supply chain learning: evidence through buyer selection	61
Top management incentives and supply chain efficiency: a tournament theory perspective	60
How do governmental wage subsidies enhance SME resilience in the COVID-19 pandemic?	60
What are the root causes of material delivery schedule inaccuracy in supply chains?	59
Contractual provisions and supplier passive opportunism: the moderating role of virtual governance	55
Sociopolitical and financial goals in state-owned manufacturers' expansion of production capacity: evidence from China	53
How do customers’ environmental efforts diffuse to suppliers: the role of customers’ characteristics and suppliers’ digital technology capability	53
Fostering workplace safety with a gender-diverse workforce	52
Supplier–supplier coopetition and buyer innovation: a perspective of learning and competitive tension within the focal buyer's supplier network	51
Coordinating multi-level collective action: how intermediaries and digital governance can help supply chains tackle grand challenges	51

Guest editorial: The 6th world conference on production and operations management	50
Supply chain network structures and firm financial performance: the moderating role of international relations	50
The spillover effects of supply chain corruption practices on stock returns	50
Additive manufacturing in the medical sector: from an empirical investigation of challenges and opportunities toward the design of an ecosystem model	50
The influence of interpersonal relationships on interorganizational relationships in supply chains: the role of loyalty and conflict	49
Linking government interventions to firm performance: the influence of stringency and support during the COVID-19 pandemic	49
How do engineering suppliers create project value for buyers? A micro-foundational perspective	47
A typology of crises and innovation configurations: a paradoxical perspective	46
Leveraging social capital for value creation in public procurement: the role of strategic purchasing integration	46
Unboxing product returns: What drives return policy leniency in the fashion industry?	45
Testing service infusion in manufacturing through machine learning techniques: looking back and forward	44
Impact pathways: unravelling the hybrid food supply chain – identifying the relationships and processes to drive change	44
Examining innovation in digital platforms: unveiling the strategy of Zhongtai	43
Impact pathways: walking a tightrope—unveiling the paradoxes of adopting artificial intelligence (AI) in sales and operations planning	42
Beyond symbolism: revisiting the ESG–performance relationship through operational excellence	42
Digital service orientation: unlocking servitization in service operations and service sales	42
How lean routines shape a continuous improvement dynamic capability in hospitals	41
Lean supply chain management: a contextual contingent reconceptualization and Delphi method study	41
Complex supply chain structures and multi-scope GHG emissions: the moderation effect of reducing equivocality	40
Navigating through geopolitical risk: the role of supply chain concentration	40
Conceptualizing sharing supply chains – lessons from an exemplary case	40
Global value chains, trade facilitation and the use of environmental management practices in SMEs	40
Impact pathways: improving supply chain sustainability by due diligence acts? Insights from a German case	39
Front- and back-end employee satisfaction during service transition	38
Balancing structural IT capabilities for organizational agility in digital transformation: a resource orchestration view	38
Guest editorial: EurOMA 2023 – a systems lens on operations	38
Hospital diversity management programs: community diversity factors and patient experience outcomes	37
Using not-for-profit innovation networks to transition new technologies across the valley of death	37
To complete or terminate smart manufacturing projects: a prospect theory perspective	37
Impact pathways: technology-aided supply chain planning for resilience	37
Revisiting the value of data sharing in retail supply chain demand planning	36
When AI ethics fail and trigger negative spillovers on customer firms: evidence from event study and fsQCA	36
How does supplier digitalization improve customer resource allocation efficiency? The role of supply chain entrainment	35
Breaking bad: how can supply chain management better address illegal supply chains?	34
Understanding competition, cooperation and their interplay in supplier network: implication on manufacturer’s innovation	34
The relational focus of small and medium sized actors' understandings of supply chain finance (SCF)	33
The metaverse as a breakthrough for operations and supply chain management: implications and call for action	33
From supply chain learning to the learning supply chain: drivers, processes, complexity, trade-offs and challenges	32
Swimming against the tide: supplier bridging roles in diffusing sustainability upstream and downstream in supply networks	32
How performance measurement systems enable or hinder organizational ambidexterity	32
From resource dependence to embeddedness: how the circular economy reshapes power and dependence dynamics in buyer-supplier relationships	32
Are common directors guilty of corporate fraud contagion from the customer side?	31
Sustainability of transport and logistics companies: an empirical evidence from a developing country	31
Publisher’s note	31
Does organizational readiness matter in lean thinking practices? An agency perspective	31
African socio-cultural characteristics: enabling or hindering sustainability?	31
Why project managers’ knowledge hiding is harmful to NPD projects: resilient team resource caravans as an explanatory mechanism	30
Carbon neutral announcements and Chinese stock market reaction: a supply chain network-based perspective	30
Tone manipulation and its implications for trade credit misallocation in supply chains	30
Supplier selection at the base of the chain: navigating competing institutional logics for shared mutual value	29

Impact of supply chain transparency on the consumption of remanufactured consumer goods	29
Social enterprises in supply chains: driving systemic change through social impact	29
Effects of supply chain disruptions due to COVID-19 on shareholder value	29
Impact pathways: on the grand challenge of forced displacement and how to address European refugee crises	29
Toward a moral approach to stakeholder management: insights from the inclusion of marginalized stakeholders in the operations of social enterprises	28
Supply base complexity in times of crisis: moderating the negative impact of the Russia–Ukraine war	28
The interplay of integration, flexibility and coordination: a dynamic capability view to responding environmental uncertainty	28
Does buyer digitalization boost supplier efficiency? The role of supplier absorption capacity and common institutional investors	27
On sustainable operations and supply chain management: has the debate on diversity, equity and inclusion been settled	27
A chief supply chain officer matters – but only when you are in trouble!	27
Publisher’s note	27
More or complex actions? Effects of supply networks on firms' competitive aggressiveness	26
The role of digital technologies in configuring circular ecosystems	26
Consecutive surgeries with complications: the impact of scheduling decisions	26
Realizing operational and innovation benefits in buyer–supplier relationships: the role of close ties to the partner's partners	26
Institutionalization of a collaborative governance model to deliver large, inter-organizational projects	25
Change, champion or charity? Designing effective interventions in Pathogen Genomic Sequencing supply chains	25
Supply chain design for industrial additive manufacturing	25
Beyond Industry 4.0 – integrating Lean, digital technologies and people	25
Navigating supply chain disruptions: a purchasing portfolio matrix analysis of Chinese manufacturing SMEs in the context of COVID-19	25
Is there a theory of supply chain resilience? A bibliometric analysis of the literature	25
Impact pathways: on the role and function of supply chain and operations management executives (SCOMEs)	25
To err is human: developing error competence and driving innovation in manufacturing operations	25