OOIR: Observatory of International Research

Papers

(The H4-Index of Journal of Operations Management is 24. 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 2020-04-01 to 2024-04-01.)

Article	Citations
Strengthening supply chain resilience during COVID‐19: A case study of JD.com	112
How institutional pressures and managerial incentives elicit carbon transparency in global supply chains	85
Supply base innovation and firm financial performance	64
On making experimental design choices: Discussions on the use and challenges of demand effects, incentives, deception, samples, and vignettes	58
The lenses of lean: Visioning the science and practice of efficiency	56
The association between supply chain structure and transparency: A large‐scale empirical study	54
Administrative environmental innovations, supply network structure, and environmental disclosure	49
CSR orientation incongruence and supply chain relationship performance—A network perspective	42
Exploring supplier–supplier innovations within the Toyota supply network: A supply network perspective	41
Untangling drivers for supplier environmental and social responsibility: An investigation in Philips Lighting's Chinese supply chain	40
Spillover effects of information leakages in buyer–supplier–supplier triads	39
Task management in decentralized autonomous organization	37
Editorial: Intervention‐based research (IBR)—What, where, and how to use it in operations management	37
The impact of governmental COVID‐19 measures on manufacturers' stock market valuations: The role of labor intensity and operational slack	35
Consumers care and firms should too: On the benefits of disclosing supplier monitoring activities	35
Breaking out of the pandemic: How can firms match internal competence with external resources to shape operational resilience?	32
The influence of perceived host country political risk on foreign subunits' supplier development strategies	32
Emerging technologies and the use case: A multi‐year study of drone adoption	31
Commentaries on “The Lenses of Lean”	30
Common institutional investors and supplier performance in supply chains	27
Commitment follows beliefs: A configurational perspective on operations managers' commitment to practice adoption	26
The effect of customer and supplier concentrations on firm resilience during the COVID‐19 pandemic: Resource dependence and power balancing	26
How information technology automates and augments processes: Insights from Artificial‐Intelligence‐based systems in professional service operations	25
Unintended responses to IT‐enabled monitoring: The case of the electronic logging device mandate	24