Journal of Operations Management

Papers
(The TQCC of Journal of Operations Management is 10. 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 2021-02-01 to 2025-02-01.)
ArticleCitations
Uncertainty in healthcare operations: How hospitals weather the perfect storm178
Correction to “An Investigation of Corporate Social Responsibility Conformity: The Roles of Network Prominence and Supply Chain Partners”93
Issue Information70
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45
The impact of poverty on base of the pyramid operations: Evidence from mobile money in Africa43
Rethinking Six Sigma: Learning from practice in a digital age43
Impact of working capital on firm performance: DoesITmatter?39
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31
Editorial: Toyota Production System practices asFast‐and‐Frugalheuristics31
Issue Information31
Revenue management in a refurbishing duopoly with cannibalization30
Does leader disability status influence the operational performance of teams with individuals with disabilities? An empirical study in the apparel industry25
The impact of foreign competition on domestic firms' product quality: Evidence from a quasi‐natural experiment in the United States25
Innovation in complex assembled electronic products: An analysis of the evolution of television components25
Strengthening supply chain resilience during COVID‐19: A case study of JD.com25
Need for speed, but how much does it cost? Unpacking the fee‐speed relationship in Bitcoin transactions24
The impact of governmental COVID‐19 measures on manufacturers' stock market valuations: The role of labor intensity and operational slack24
Closed‐loop supply chains with product remanufacturing: Challenges and opportunities24
23
Explicating the microfoundations of operational excellence in services: A capabilities perspective21
20
Real‐time demands, restaurant density, and delivery reliability: An empirical analysis of on‐demand meal delivery19
Last‐minute coordination: Adapting to demand to support last‐mile operations19
The roles of locus of causality and buyer attribution in resolution of recurrent supplier‐induced disruptions19
People, performance and transition: A case study of psychological contract and stakeholder orientation in the Toyota Australia plant closure19
The effects of surge pricing on driver behavior in the ride‐sharing market: Evidence from a quasi‐experiment19
Accounting for cross‐location technological heterogeneity in the measurement of operations efficiency and productivity18
Accelerating vehicle fleet turnover to achieve sustainable mobility goals18
The role of communication style in adaptation to interorganizational project disruptions17
Digital transformation in operations management: Fundamental change through agency reversal17
Empirically grounding analytics (EGA) research in the Journal of Operations Management17
Designing the transition to operations in large inter‐organizational projects: Strategy, structure, process, and people17
Issue Information16
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The cost of convenience: Ridehailing and traffic fatalities15
The signaling effect of supplier's customer network instability on service price: Insights from the container shipping charter market14
14
Global buyer–supplier networks and innovation: The role of technological distance and technological breadth13
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Product personalization and brand retailer performance: The critical role of brand retailer‐upstream supplier control13
Hospital and surgeon experience and patient health outcomes after coronary artery bypass graft surgery12
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Competition and slack: The role of tariffs on cost stickiness12
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Customer base environmental disclosure and supplier greenhouse gas emissions: A signaling theory perspective11
The impact of project‐based interorganizational networks: Evidence from the Chinese movie industry11
Network orchestration in a large inter‐organizational project11
Demand planning for the digital supply chain: How to integrate human judgment and predictive analytics11
Issue Information11
Possibility theory: A foundation for theoretical and empirical explorations of uncertainty10
Into the unknown? Explaining management nonresponse after a supply‐base disruption10
All along the asset life cycle: Research opportunities for operations and supply chain management10
Gender mismatch and bias in people‐centric operations: Evidence from a randomized field experiment10
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