Behavioral Dimensions of Operations Management
A special issue of Administrative Sciences (ISSN 2076-3387).
Deadline for manuscript submissions: closed (31 October 2018) | Viewed by 11790
Special Issue Editor
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
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