OOIR: Observatory of International Research

Papers

(The TQCC of Journal of Operations Management is 11. 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
Editorial: Intervention‐based research (IBR)—What, where, and how to use it in operations management	37
Task management in decentralized autonomous organization	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
The influence of perceived host country political risk on foreign subunits' supplier development strategies	32
Breaking out of the pandemic: How can firms match internal competence with external resources to shape operational resilience?	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
The effect of customer and supplier concentrations on firm resilience during the COVID‐19 pandemic: Resource dependence and power balancing	26
Commitment follows beliefs: A configurational perspective on operations managers' commitment to practice adoption	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
Replication without repeating ourselves: Addressing the replication crisis in operations and supply chain management research	23

Realizing supply chain agility under time pressure: Ad hoc supply chains during the COVID‐19 pandemic	23
The role of psychological distance in organizational responses to modern slavery risk in supply chains	22
Bespoke supply‐chain resilience: The gap between theory and practice	22
Exploring the performance implications of precarious work	21
Product personalization and firm performance: An empirical analysis of the pharmaceutical industry	21
Impact of the U.S.–China trade war on the operating performance of U.S. firms: The role of outsourcing and supply base complexity	20
Operations management writ large	20
Perceived supplier opportunism in outsourcing relationships in emerging economies	20
Editorial: The Innovation and Project Management Department in the Journal of Operations Management	19
Public policy and operations management	19
Accelerating vehicle fleet turnover to achieve sustainable mobility goals	18
On empirically estimating bullwhip effects: Measurement, aggregation, and impact	17
Designing technology for on‐demand delivery: The effect of customer tipping on crowdsourced driver behavior and last mile performance	16
Do political ties facilitate operational efficiency? A contingent political embeddedness perspective	15
A lean view of lean	15
Bilateral dependency and supplier performance ambiguity in supply chain contracting: Evidence from the railroad industry	15
Supply chain transparency: Consumer reactions to incongruent signals	15
Developing supply chain resilience through integration: An empirical study on an e‐commerce platform	14
Sustainable process improvements: Evidence from intervention‐based research	14
What warrants our claims? A methodological evaluation of argument structure	14
The consequences of self‐reporting biases: Evidence from the crash preventability program	14
Should firms use digital work instructions?—Individual learning in an agile manufacturing setting	14
The impact of free returns on online purchase behavior: Evidence from an intervention at an online retailer	13
Stock market reaction to global supply chain disruptions from the 2018 US government ban on ZTE	13
The moderating influence of supplier culture on the relationship between buyer power and supplier shirking	13
The impact of foreign competition on domestic firms' product quality: Evidence from a quasi‐natural experiment in the United States	13
Cross‐item learning for volatile demand forecasting: An intervention with predictive analytics	13
Is a large award truly attractive to solvers? The impact of award size on crowd size in innovation contests	13
Network orchestration in a large inter‐organizational project	12
Value first, cost later: Total value contribution as a new approach to sourcing decisions	12
Innovation in supply networks—A research framework and roadmap	12
Supplier inventory leanness and financial performance	12
The effects of product development network positions on product performance and confidentiality performance	11
Exploratory data science for discovery and ex‐ante assessment of operational policies: Insights from vehicle sharing	11
Microdosing flexibility in an efficient supply chain	11
Project managers' breadth of experience, project complexity, and project performance	11
Introducing goods innovation, service innovation, or both? Investigating the tension in managing innovation revenue streams for manufacturing and service firms	11
Empirical research methods department: Mission, learnings, and future plans	11
Inventory diagnosis for flow improvement—A design science approach	11