本文精选了运营管理领域国际顶刊《Journal of Operations Management》近期发表的论文，提供运营管理领域最新的学术动态。

Examining the role of single versus dual decision-making approach for patient care: Evidence from cardiology patients

原刊和作者：

Journal of Operations Management Volume 71, Issue 1

Deepa Goradia （Georgia State University）

Aravind Chandrasekaran （Ohio State University）

Abstract

Research in healthcare suggests that repeated interaction between a provider and a patient can support better decision-making, resulting in improved efficiencies. To date, these repeated interactions enabling continuity of care have not been studied in hospital inpatient settings. During a hospital stay, decisions related to patient treatment are usually made by two key decision-makers: the attending physician (AP) and the operating physician (OP). Under the single decision-making approach (S-DMA), the AP and OP are the same; in contrast, under the dual decision-making approach (D-DMA), the AP and OP are different. In recent years, there has been an increasing trend toward the use of D-DMA over S-DMA across U.S. hospitals owing to scheduling conflicts. Although research outside healthcare operations management has argued for benefits from both approaches, their impacts on a patient's hospital stay are unclear. In this study, we address this gap by investigating the effects of S-DMA and D-DMA on patient care outcomes in terms of patient length of stay (LOS), treatment cost, and mortality. Data for our study come from the state of Florida and involve 520,554 cardiology patients treated by 9483 APs and 18,398 OPs at 241 hospitals between 2014 and 2016. We account for both patient and physician selection issues when choosing a particular decision-making strategy. Our results suggest that, on average, using S-DMA is associated with reduced patient LOS and treatment cost but has no effect on mortality. We also find that S-DMA is more beneficial for patients with low comorbidity and low process uncertainty, whereas D-DMA is more beneficial for patients with high comorbidity and high process uncertainty. Our results are robust to alternative explanations. We demonstrate that a single decision-maker offers benefits in the context of healthcare delivery, but dual decision-makers may yield benefits when caring for patients with high comorbidity and high process complexity. We discuss the implications of these findings for appropriately deploying S-DMA and D-DMA in inpatient services.

Link: https://doi.org/10.1002/joom.1340

Innovation intermediation in supply networks: Addressing shortfalls in buyer and supplier capabilities for collaborative innovation

原刊和作者：

Journal of Operations Management Volume 71, Issue 1

Kostas Selviaridis （Lancaster University Management School）

Martin Spring （Lancaster University Management School）

Abstract

We investigate how innovation intermediaries address shortfalls in the capabilities that buyers and suppliers must have to access each other's knowledge for innovation purposes, also referred to as indirect capabilities. Prior research on supplier-enabled innovation has identified various capabilities that buyers need in order to collaborate with innovative suppliers. It recognizes that suppliers also require capabilities to access buyer knowledge. However, we still know little about the role of innovation intermediaries—actors who are neither buyers nor suppliers, but still influence innovation processes and outcomes in supply networks. Our case-based research shows that intermediaries create workspaces for R&D and experimentation, help to refine definitions of requirements and de-risk novel solutions, support contracting, and facilitate solution implementation. We contribute to research on supplier innovation by developing a model of intermediaries' activities and underlying capabilities, and their impact on innovation sourcing outcomes. We elaborate the indirect capabilities theoretical perspective by introducing additional types of indirect capabilities for collaborative innovation in supply chains, and showing how these capabilities interrelate. We furthermore extend the literature on innovation intermediaries by elucidating hitherto unexplored capabilities for intermediation and adding insights regarding the contribution of intermediaries to open innovation processes.

Link: https://doi.org/10.1002/joom.1345

The point of no return? Restrictive changes to lenient return policies and consumer reactions to them

原刊和作者：

Journal of Operations Management Volume 71, Issue 1

Huseyn Abdulla （The University of Tennessee）

Michael Ketzenberg （Texas A&M University）

James D. Abbey （Texas A&M University）

Gregory R. Heim （Texas A&M University）

Abstract

Retailers face a challenging trade-off in maintaining versus restricting long-established lenient return policies. On the one hand, lenient return policies have become an important part of retailers' value propositions and play a significant role in stimulating consumer purchases. On the other hand, lenient return policies increase the volume of product returns, which hurts profitability. Motivated by observing an increase in restrictive changes to long-established lenient return policies, we investigate consumer reactions to such changes and their managerial implications. Through a series of experiments with diverse consumer samples, we find that restrictive changes, such as shortening return time windows or introducing restocking fees, decrease consumer trust in retailers and lead to lowered purchase, positive word-of-mouth, and loyalty intentions. We also find that providing managerial transparency, in the form of communicating the rationale for restrictive changes, can attenuate the negative consumer reactions to such changes. Moreover, rationales that emphasize the cost of handling returns versus blaming opportunistic and abusive returners are similarly effective. Our findings contribute to the growing academic literature on consumer return policy design and provide actionable insights to retail managers.

Link: https://doi.org/10.1002/joom.1346

When Complexity Meets Complexity: COVID-19-Induced Supply Chain Disruptions and Strategy Portfolio Efficiency

原刊和作者：

Journal of Operations Management Volume 71, Issue 1

Hakan Yildiz （Wayne State University）

Tingting Yan （Texas Tech University）

Marc Hatton （Georgia Southern University）

John Fowler （Arizona State University）

Thomas J. Kull （Arizona State University）

Lori Sisk （Wayne State University）

Abstract

Due to the COVID-19 pandemic, global supply chains have experienced sustained impacts from unprecedented complex disruptions in different combinations and at different times. From an efficiency perspective, do these complex supply chain disruptions call for more complex risk management strategies? To answer this, we built an empirically grounded discrete event simulation model, the results of which were analyzed using data envelopment analysis. Results show that with unprecedented complex disruption patterns, a multi-strategy portfolio approach is usually less efficient than a single-strategy or a do-nothing approach unless the strategy portfolio has certain characteristics. The most efficient strategy portfolios typically consist of a moderate number of diverse strategies. Too many strategies in a portfolio can be problematic, leading to increased costs that outpace improvement in revenue and service level. Results illustrate that even a strategy that generally performs poorly can be part of a very good strategy portfolio and vice versa. This study provides nuanced and novel findings that contribute to the resolution of the literature debate about the value of multi-strategy portfolios in addressing complex disruption patterns. Highlighting the value of a strategy portfolio view, these insights help firms better prepare for the next complex and sustained global supply chain disruptions.

Link: https://doi.org/10.1002/joom.1347

To Fill a Hollow Core: Roles of Firm Knowledge When Outsourcing Core Component During Technological Change

Journal of Operations Management Volume 71, Issue 1

Woo-Yong Park （University of Nevada）

Faisal Khurshid （Hong Kong Metropolitan University）

Chanchai Tangpong （North Dakota State University）

Abstract

The innovation literature has been marked by contrarian views regarding the roles of firms' knowledge accumulation with regards to outsourced core components. To reconcile these views, we draw on the behavioral theory of the firm and the technological evolution literature in hypothesizing firms' local search as a mechanism by which firms' accumulated knowledge affects their product performance. Firms' in-house knowledge can expose them to an accumulated knowledge trap, as firms' accumulated knowledge tends to escalate their local search for a solution to a new technological challenge, but the impact of the local search on performance is unlikely to be materialized. We maintain that firms' accumulated knowledge can make them more prone to the accumulated knowledge trap before rather than after the dominant technology has emerged. We further hypothesize that prior exploratory experiences and suppliers' outsourced component knowledge can reduce firms' susceptibility to such a knowledge trap before the dominant technology emergence, but their moderating roles fade away after the dominant technology emergence. Data from the U.S. Hybrid Electric Vehicle drivetrain market support our hypotheses. Our findings enrich the current literatures on the behavioral theory of the firm and technological evolution while reconciling the contrarian views in the innovation literature.

Link: https://doi.org/10.1002/joom.1349