| Reflections on the evolution of operations management |
Az:100 |
OR/MS / 63 / 5-6 / 365 |
| Three faces of technology’s value creation: Emerging, enabling, embedding |
Az:000 |
OR/MS / 63 / 3-4 / 203 |
| How big-4 firms improve audit quality |
Az:110 |
OR/MS / 63 / 1-2 / 45 |
| When corporate social responsibility backfires: Evidence from a natural field experiment |
Az:270 |
OR/MS / 63 / 1-2 / 49 |
| Peer effects of corporate social responsibility |
Az:130 |
OR/MS / 62 / 3-4 / 181 |
| Whistle blowing, forced CEO turnover and misconduct: The role of socially minded employees and directors |
Az:130 |
OR/MS / 62 / 3-4 / 185 |
| The impact of media censorship: 1984 0r brave new world? |
Az:000 |
OR/MS / 62 / 1-2 / 25 |
| Corporate social responsibility and firm risk: Theory and empirical evidence |
Az:130 |
OR/MS / 62 / 1-2 / 29 |
| A compass for navigating sharing economy business models |
Az:100 |
OR/MS / 61 / 5-6 / 361 |
| The impact of tourist destination in hotel efficiency: A data envelopment analysis approach |
Az:220 |
OR/MS / 61 / 3-4 / 189 |
| Managing service systems with unknown quality and customer anecdotal reasoning |
Az:220 |
OR/MS / 60 / 5-6 / 357 |
| Dynamic product rotation in the presence of strategic customers |
Az:140 |
OR/MS / 59 / 3-4 / 205 |
| How much do industry, corporation and business matter, really?
A meta-analysis |
Az:100 |
OR/MS / 59 / 1-2 / 41 |
| Growing apart: The changing firm-size wage
premium and its inequality consequences |
Az:130 |
OR/MS / 58 / 5-6 / 457 |
| The influence of salesperson depression, low performance and
emotional exhaustion on negative organizational deviance |
Az:140 |
OR/MS / 58 / 5-6 / 461 |
| J-divergence measurements of economic inequality |
Az:290 |
OR/MS / 58 / 5-6 / 463 |
| The empirics of learning from failure |
Az:100 |
OR/MS / 58 / 4 / 317 |
| How do delay announcements shape customer behavior? An empirical study |
Az:140 |
OR/MS / 58 / 3 / 197 |
| Cultivating foreignness: How
organizations maintain and leverage minority identities |
Az:100 |
OR/MS / 58 / 1-2 / 33 |
| About capital in the twenty-first century |
Az:230 |
OR/MS / 56 / 4 / 331 |
| Operations research models for coalition structure
in collaborative logistics |
Az:120 |
OR/MS / 56 / 3 / 213 |
| Dell’s channel transformation: Leveraging operations research
to unleash potential across the value chain |
Az:140 |
OR/MS / 55 / 4 / 331 |
| The impact of guanxi on ethical perceptions: The case of Taiwanese salespeople |
Az:140 |
OR/MS / 55 / 4 / 335 |
| The state of military O. R. |
Az:260 |
OR/MS / 55 / 4 / 337 |
| The service revolution and the transformation of marketing science |
Az:140 |
OR/MS / 55 / 3 / 217 |
| The relationship between slack resources and the performance of entrepreneurial firms: The role of venture capital and angel investors |
Az:110 |
OR/MS / 55 / 1-2 / 45 |
| When gray markets have silver linings: All-unit discounts, gray markets, and channel management |
Az:100 |
OR/MS / 54 / 5-6 / 457 |
| Complementary goods: Creating, capturing and competing for value |
Az:140 |
OR/MS / 54 / 5-6 / 459 |
| How costly Is diversity? Affirmative action in light of gender differences in competitiveness |
Az:130 |
OR/MS / 54 / 1-2 / 43 |
| Lessons learned from 15 years of operations research for
French TV channel TF1 |
Az:220 |
OR/MS / 53 / 5-6 / 465 |
| Can new stadiums revitalise urban neighbourhoods? |
Az:220 |
OR/MS / 53 / 1-2 / 53 |
| Performance implications of customer-linking capabilities: Examining the complementary role of customer orientation and CRM technology |
Az:100 |
OR/MS / 52 / 3 / 217 |
| Hub group implements a suite of OR tools to improve its operations |
Az:100 |
OR/MS / 51 / 5-6 / 461 |
| The potential for cannibalization of new products sales by remanufactured products |
Az:150 |
OR/MS / 51 / 4 / 337 |
| The ‘invisible science’: Operational research for the British Armed Forces after 1945 |
Az:260 |
OR/MS / 50 / 5-6 / 471 |
| Ackoff’s fables revisited: Stories to inform operational research practice |
Az:100 |
OR/MS / 49 / 4 / 331 |
| Enhancing product recovery value in closed-loop supply chains with RFID |
Az:120 |
OR/MS / 48 / 4-5 / 391 |
| Corporate leverage and product differentiation strategy |
Az:140 |
OR/MS / 48 / 2 / 143 |
| The motion picture industry: Critical issues in practice, current research and new research directions |
Az:290 |
OR/MS / 48 / 1 / 31 |
| The impact of corruption on entry strategy: Evidence from telecommunication projects in emerging economies |
Az:100 |
OR/MS / 47 / 4 / 381 |
| Management half-truths and nonsense: How to practice evidence-based management |
Az |
OR/MS / 47 / 3 / 265 |
| Idea management: A systemic view |
Az:100 |
OR/MS / 47 / 2 / 149 |
| Self-perceived strategic network identity and its effects on market performance in alliance relationships |
Az:100 |
OR/MS / 47 / 1 / 33 |
| Assessing the science-society relation: The case of the US National Science Foundation’s second merit review criterion |
Az:280 |
OR/MS / 46 / 5 / 501 |
| Urban security in the United States: An overview |
Az:250 |
OR/MS / 46 / 1 / 37 |
| The bridge to the ‘real world’: Applied science or a ‘schizophrenic tour de force’? |
Az:100 |
OR/MS / 45 / 4 / 383 |
| On explaining performance differentials – Marketing and the managerial theory of the firm |
Az:140 |
OR/MS / 45 / 2 / 135 |
| Understanding competence-based management – Identifying and managing five modes of competence |
Az:100 |
OR/MS / 45 / 1 / 31 |
| Price-tier competition: Distinguishing between interior competition and intratier competition |
Az:140 |
OR/MS / 44 / 5 / 499 |
| Growth in transition: What we know, what we don’t and what we should |
Az:230 |
OR/MS / 44 / 3 / 261 |
| Making invisible work visible: Using social network analysis to support strategic collaboration |
Az:100 |
OR/MS / 44 / 2 / 143 |
| Executives’ orientations as indicators of crisis management policies and practices |
Az:130 |
OR/MS / 44 / 2 / 147 |
| Grappling with a gusher! Manufacturing’s response to business success in small and medium enterprises |
Az:100 |
OR/MS / 43 / 3 / 265 |
| Sharing the wealth: When should firms treat customers as partners? |
Az:110 |
OR/MS / 43 / 3 / 267 |
| The great divide and beyond: Financial architecture in transition |
Az:230 |
OR/MS / 43 / 2 / 135 |
| Corporate environmentalism: The construct and its measurement |
Az:240 |
OR/MS / 43 / 2 / 137 |
| Marketing: A critical realist approach |
Az:140 |
OR/MS / 43 / 1 / 23 |
| Bridging the marketing theory-practice gap with marketing engineering |
Az:140 |
OR/MS / 43 / 1 / 25 |
| Army operations research: Historical perspectives and lessons learned |
Az:260 |
OR/MS / 43 / 1 / 27 |
| Relational quality: Managing trust in corporate alliances |
Az:100 |
OR/MS / 42 / 5 / 507 |
| The indirect effects of organizational controls on salesperson performance and customer orientation |
Az:140 |
OR/MS / 42 / 4 / 383 |
| Operations safety: An assessment of a commercial aviation safety program |
Az:250 |
OR/MS / 42 / 4 / 385 |
| Gaining from green management: Environmental management systems inside and outside the factory |
Az:240 |
OR/MS / 42 / 2 / 137 |
| China: The bitter roots of foreign trade through the eyes of Asian culture |
Az:270 |
OR/MS / 42 / 2 / 139 |
| The dynamic value of hierarchy |
Az:100 |
OR/MS / 41 / 6 / 619 |
| From homo economicus to homo sapiens |
Az:230 |
OR/MS / 41 / 2 / 139 |
| Inequality and economic growth: The perspective of the new growth theories |
Az:230 |
OR/MS / 41 / 1 / 39 |
| The impact of human resource management practices on manufacturing performance |
Az:150 |
OR/MS / 40 / 6 / 625 |
