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Journal of Operations Management
 
 

Journal of Operations Management

 
 

Journal

 4.000(2015)

7.130

Editors-in-Chief:Daniel Guide

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02726963

41-48

8

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Aims & Scope

The mission of Journal of Operations Management (JOM) is to publish original, empirical operations management research that demonstrates both academic and practical relevance.

Academic relevance means the research contributes to on-going academic discussions and debates on relevant topics in operations management. All manuscripts published in JOM must, in one way or another, also transcend the immediate empirical context in which the research is embedded. An ideal manuscript is one that simultaneously takes the context seriously (is empirically disciplined) and seeks some sense of generality.

Practical relevance means the manuscript links explicitly to an actual, relevant managerial challenge. While manuscripts published in JOM do not necessarily have to give advice to managers, they must have something non-obvious to say about the practice of operations management. In preparing your manuscript, ask yourself: Do I think I could keep a manager interested in talking about my research for an hour? What would I say, what would I argue?

An ideal manuscript balances rigor with relevance and offers a novel aspect to a topic of contemporary concern. Novelty does not necessarily mean focusing on emerging phenomena, novel approaches to examinations of established phenomena are equally interesting and relevant.

Audience

JOM is first and foremost an academic journal where OM scholars push the boundaries of knowledge by rigorous, original research. Our readership is similarly by and large academic, although we also encourage work that garners the practitioner's attention. We do not, however, publish manuscripts whose primary audience is the practitioner; academic relevance is always a necessary condition.

Aims and Scope

JOM's distinctive emphasis is on the management of operations: manufacturing operations, service operations, supply chain operations, et cetera. The scope encompasses both for-profit and non-profit operations. Whatever the topic and context, operations must be at the heart of the research question, not just in the context. For example, work on charismatic leadership at a manufacturing plant is within the scope only if the research question links clearly to the management of operations (the vast majority of work on charismatic leadership does not); the fact that the empirical context is manufacturing does not constitute a sufficient condition. Papers published in JOM must be about operations management, and they have to link to authentic practical operational questions and challenges. This does not mean all work must be motivated by practical considerations, it means the link to practice must be credible, and something that is considered at the outset of the research endeavor, not merely as an implication. Authors cannot simply assume or declare that knowledge produced strictly for academic purposes can be "translated" or "implemented" to make it practically relevant.

We encourage primarily empirical research that is grounded in relevant operations management problems. Non-empirical work is not categorically excluded, but because demonstrating both academic and practical relevance is difficult in typical conceptual work (e.g., literature reviews, theory development), we invite prospective authors to focus on empirical submissions. We also welcome empirically-grounded analytic models, the guidelines for which can be found here.

We promote no specific methodology or epistemology. We encourage diversity both in terms of theoretical bases and empirical approaches. On methodological matters, the key considerations are rigor and fit: Is the work methodologically transparent? Do the claims plausibly follow from the premises? Is there a fit between the research question and the methodology used? All these questions are agnostic to the kind of methodology used or the epistemological foundation embraced. Finally, while some of JOM's departments (see below) may be more suitable to interdisciplinary work, it makes no sense to discourage paradigmatically more focused, unidisciplinary work, if it provides good fit with the research question.

General topics covered by the journal are divided into nine departments. Click on the links for departmental missions statements, which describe the aims and scope of each department:

1. Design Science
2. Healthcare
3. Humanitarian Operations
4. Inter-organizational Re

Audience

The primary audience includes researchers who are interested in advancing the field and practitioners who have a concern for keeping abreast of the state-of-the-art in operations management. The journal presents to this audience the concepts, theories,

Abstracting and Indexing

Cambridge Scientific Abstracts, CompuMath Citation Index, Current Contents/Engineering, Computing & Technology, Engineering Information, Inc, Executive Sciences Institute, INSPEC, Information Access Company, International Abstracts in Operations Research, SciSearch/Science Citation Index Expanded, Social Sciences Citation Index
Editors-in-Chief: Thomas Choi Arizona State University, Tempe, AZ, USA, Daniel Guide Pennsylvania State University, University Park, PA, USA, Consulting Editor: Kenneth Boyer Ohio State University, Columbus, OH, USA, Morgan L . Swink Neeley Business School, Fort Worth, TX, USA, Managing Editor: Jamie Sanchagrin Michigan State University, East Lansing, MI, USA, Past Editors: Kenneth K. Boyer & Morgan L. Swink , Robert B. Handfield , Jack Meredith , Arthur V. Hill & Thomas R. Hoffman , Ronald J. Ebert , L. Krajewsky & R.E.D. Woolsey , Earle Steinberg , Lee Krajewski , Associate Editor Board: E. Bendoly Emory University, Atlanta, GA, USA, K.A. Brown Thunderbird School of Global Management, Glendale, AZ, USA, P. Cousins University of Manchester, Manchester, England, UK, C.W. Craighead Pennsylvania State University, University Park, PA, USA, G. da Silveira University of Calgary, Calgary, ON, Canada, D. Dilts Oregon Health and Science University (OHSU), Portland, OR, USA, J. Field Boston College, Chestnut Hill, MA, USA, C. Forza Università degli Studi di Padova, Vicenza, Italy, M.T. Frohlich Indiana University, Bloomington, IN, USA, T. Gattiker Boise State University, Boise, ID, USA, J. Hartley Bowling Green State University, Bowling Green, OH, USA, G. Heim Texas A&M University, College Station, TX, USA, J. Heineke Boston University, Boston, MA, USA, M. Holweg University of Cambridge, Cambridge, England, UK, J. Jayaram University of South Carolina, Columbia, SC, USA, H. Kaynak University of Texas Pan American, Edinburg, TX, USA, M. Ketokivi IE Business School, Madrid, Spain, R. Klassen University of Western Ontario, London, ON, Canada, X. Koufteros Texas A&M University, College Station, TX, USA, D. Krause Colorado State University, Fort Collins, CO, USA, M. Lewis University of Bath, Claverton Down, Bath, England, UK, A. Marucheck University of North Carolina at Chapel Hill, Chapel Hill, NC, USA, C. McDermott Rensselaer Polytechnic Institute, Troy, NY, USA, L Menor University of Western Ontario, London, ON, Canada, R. Metters Texas A&M University, College Station, TX, USA, S. Meyer Goldstein University of Minnesota, Minneapolis, MN, USA, R. Narasimhan Michigan State University, East Lansing, MI, USA, E. Naveh Technion - Israel Institute of Technology, Haifa, Israel, A. Oke Arizona State University, Tempe, AZ, USA, M. Pagell York University, Toronto, ON, Canada, D. Peng Texas A&M University, College Station, TX, USA, K. Petersen University of Tennessee, Knoxville, TN, USA, E. Rabinovich Arizona State University, Tempe, USA, E. Rosenzweig Emory University, Atlanta, GA, USA, J.(M). Rungtusanatham University of Minnesota, Minneapolis, MN, USA, F. Salvador IE Business School, Madrid, Spain, D.A. Samson University of Melbourne, Melbourne, VIC, Australia, R.W. Schmenner Indiana University, Indianapolis, IN, USA, T. Schoenherr Michigan State University, East Lansing, MI, USA, G.D. Scudder Vanderbilt University, Nashville, TN, USA, R. Shah University of Minnesota, Minneapolis, MN, USA, E. Siemsen University of Minnesota, Minneapolis, MN, USA, V. Singhal Georgia Institute of Technology, Atlanta, GA, USA, G.N. Stock University of Colorado Colorado Springs, Colorado Springs, CO, USA, F.I Stuart University of British Columbia, Okanagan, BC, Canada, C. Tang University of California at Los Angeles (UCLA), Los Angeles, CA, USA, M.V. Tatikonda Indiana University, Bloomington, IN, USA, A.L. Tucker Harvard Business School, Boston, MA, USA, D.P. van Donk Rijksuniversiteit Groningen, Groningen, Netherlands, Z. Wu Oregon State University, Corvallis, OR, USA, X. Zhao Chinese University of Hong Kong, Shatin, Hong Kong, Editorial Review Board P. Ahlstrom Stockholm School of Economics, Stockholm, Sweden, U. Akinc Wake Forest University, Winston-Salem, NC, USA, K. Amoako-Gyampah University of North Carolina at Chapel Hill, Chapel Hill, NC, USA, G. Anand University of Illinois at Urbana-Champaign, Urbana, IL, USA, L. Angell American University of Sharjah, Sharjah, United Arab Emirates, W.C. Benton Ohio State University, Columbus, OH, USA, J. Blackhurst Iowa State University, Ames, IA, USA, J. Brox University of Waterloo, Waterloo, ON, Canada, J. Camm University of Cincinnati, Cincinnati, OH, USA, C. Carter Arizona State University, Tempe, AZ, USA, K. Chinander Dye Florida Atlantic University, Boca Rat