Special Issue "Behavioral Dimensions of Operations Management"

A special issue of Administrative Sciences (ISSN 2076-3387).

Deadline for manuscript submissions: closed (31 October 2018)

Special Issue Editor

Guest Editor
Prof. Dr. Bowon Kim

Operations Strategy and Management Science, KAIST Business School, Seoul, Korea
Website | E-Mail
Interests: supply chain management, new product innovation, and value chain sustainability

Special Issue Information

Dear Colleagues,

Operations management is about managing resources, processes, and capabilities effectively to create value by producing products and/or services the market cherishes. I call the three elements, i.e., resources, processes, and capabilities, the fundamental building blocks for value creation. Although it is possible that a single firm might control all of the three building blocks within its own boundary, it is more likely that the supply chain partners share their resources, processes, and capabilities and collaborate with each other for creating value for the market. Supply chain partners are the companies that share the same supply or value chain.

Operations management has primarily focused on how to utilize resources and processes optimally, often employing highly quantitative or analytical methodologies. We know that in order to solve complex resource allocation or process optimization problems, it is inevitable to adopt such objective tools up to a certain extent. At the same, however, we all should acknowledge that those mathematical tools cannot be a panacea for answering every real-world operations problem. In particular, we might not be able to understand the real-world operations fully, unless we take into account such qualitative or strategic concepts as capabilities, trust, collaboration, and the like, all of which together constitute the behavioral dimensions of operations management.

This Special Issue is focused on the behavioral dimensions of operations management, i.e., behavioral factors or forces that influence firm’s operations management and determines its performance significantly. We would like to broaden the concept of “behavioral” as encompassing such concepts or features as human factors, subjective decision-making, managers’ characteristics, intangible attributes like capabilities, skills, know-hows, expertise, and experiences, relational variables like trust, affinity, and psychological traits, cultural aspects including norms and belief systems, and organizing principles, and so forth.

We are looking forward to receiving many submissions from scholars, who are interested in this exciting research area in operations management.

Prof. Dr. Bowon Kim
Guest Editor

Manuscript Submission Information

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Published Papers (2 papers)

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Research

Open AccessArticle
The Psychology of Queuing for Self-Service: Reciprocity and Social Pressure
Adm. Sci. 2018, 8(4), 75; https://doi.org/10.3390/admsci8040075
Received: 24 October 2018 / Revised: 14 November 2018 / Accepted: 21 November 2018 / Published: 26 November 2018
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Abstract
Many services are provided in the form of self-service. In self-service, customers simultaneously become the sole producer and a consumer of a service. Using a scenario-based experiment, we examine the psychology of queuing for self-service, and how inter-customer interaction affects service operation efficiency. [...] Read more.
Many services are provided in the form of self-service. In self-service, customers simultaneously become the sole producer and a consumer of a service. Using a scenario-based experiment, we examine the psychology of queuing for self-service, and how inter-customer interaction affects service operation efficiency. We assumed that customers could decide how long they would use a service, and that length of usage increases the value of the service, such as in experience stores where customers try out newly released electronic products. Subjects decide how long they will use a service under different conditions of waiting time and social pressure. We found that generalized reciprocity influenced decisions on service time. Customers who had waited for service for long time chose to use the service for long time when it became their turn, and vice versa—subjects reciprocated the previous customer’s service usage behavior. We also show that the presence of social pressure affects customers’ service usage behavior. Under social pressure, customers tend to reciprocate the negative behavior of a previous customer less. Full article
(This article belongs to the Special Issue Behavioral Dimensions of Operations Management)
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Open AccessArticle
How Quality Management System Components Lead to Improvement in Service Organizations: A System Practitioner Perspective
Adm. Sci. 2018, 8(4), 73; https://doi.org/10.3390/admsci8040073
Received: 23 October 2018 / Revised: 12 November 2018 / Accepted: 19 November 2018 / Published: 23 November 2018
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Abstract
Service organizations use quality management systems as a part of their overall strategies to improve business processes and operations management. Nevertheless, how quality management components lead to improvement and whether task conflicts influence quality management components have not yet been identified clearly. This [...] Read more.
Service organizations use quality management systems as a part of their overall strategies to improve business processes and operations management. Nevertheless, how quality management components lead to improvement and whether task conflicts influence quality management components have not yet been identified clearly. This paper examines the mechanisms that link different quality management components to improvement and the role of task conflict in the mechanisms. Data were collected from 495 employees responsible for quality management in Macao’s service organizations. Results from structural equation modeling showed that leadership i.e., the supportive behaviors of top management towards quality management has direct, significant effects on quality management components such as process approach, engagement of people, relationship management, and evidence-based decision making while customer focus has the largest total effect on improvement. On the other hand, task conflict was weakly but significantly related to relationship management. The study provides a deeper understanding of how quality management works in service contexts. Full article
(This article belongs to the Special Issue Behavioral Dimensions of Operations Management)
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