Departments

Mission Statement
The department seeks papers that further our understanding of operations by explicitly accounting for empirically observed human tendencies and influences, such as decision biases, cognitive limitations, individual preferences, and social institutions. Behavioral issues naturally arise in any operational context where human judgment or management of human operations is critical. Behavioral influences can surface from a variety of sources including customers, workers, and managers. Possible contexts include (but are not limited to) manufacturing and service processes, supply chain management, procurement, revenue management, product development, and technology management.

The department is especially interested in papers that uncover human regularities that are unique to operations settings or that manifest themselves in novel ways in this new environment. Papers must be well written with a clear statement of their contribution to both theory and practice. We encourage a broad range of methodologies including laboratory experiments, field studies, systems dynamics, and analytical models of human behavior. The chosen methodology should be well motivated and executed with the highest rigor.

Departmental Editor
Professor Karen Donohue
The Carlson School
University of Minnesota
321 19th Ave S, 3-150 CSOM
Minneapolis, MN 55455, USA
Phone: (612) 625-6320
kdonohue@csom.umn.edu

Senior Editors
Jan C. Fransoo, Technische Universiteit Eindhoven
Teck H. Ho, University of California, Berkeley
Joseph Thomas, Cornell University
Elena Katok, Penn State University
Gary Pisano, Harvard University
John Sterman, Massachusetts Institute of Technology

Mission Statement
The department seeks to publish manuscripts that address the synergy between operations and web-based information technology. Papers that fit three broad themes: structuring and modeling of business processes using information technologies, planning and execution of business-to-business (B2B) operations, and design and operation of electronic auctions are of particular interest. This would include (but not limited to) topics such as e-business configuration, business process networks (BPN), transaction and revenue models: capacity/inventory and knowledge resources, web-based product development, B2B collaboration, and supplier & customer relationship management (SRM & CRM). Especially welcome are innovative analyses of issues arising in different techno-commerce platforms: e-procurement, e-selling, e-auction, and e-marketplaces.

The articles may draw upon a diverse set of research methods including economic modeling, data analysis, auction theory, and applications. Manuscripts must display scientific rigor and managerial relevance, irrespective of the research method. They should possess original content with a significant contribution to the OM literature. Theoretical manuscripts should establish why certain decisions are optimal. Domain specific manuscripts need to provide generalizations of existing methods. Methodological manuscripts should clearly establish superiority of new methods over existing ones.

Manuscripts should address important research problems, and should help stimulate future research. They should also be well executed and technically flawless.

Departmental Editor
Professor Amiya K. Chakravarty
Operations and Technology Management
College of Business Administration
Hayden Hall, Suite 214
Northeastern University
Boston, MA 02115, USA
Phone: (617) 373-3690
akc@neu.edu

Senior Editors
Amitava Dutta, George Mason University
Andrew McAfee, Harvard University
Geoffrey Parker, Tulane University
Richard Steinberg, Cambridge University

Mission Statement
Today's business world is characterized by global competition, rapid response, short product life, increased product variety, and fast information flows. As a result, the interaction of operations (procurement, manufacturing, inventory control, distribution and service) with other functional areas such as R&D, engineering, marketing, finance, accounting, personnel, strategy, and information systems have become increasingly important. To compete successfully in the presence of these interactions, companies face complex problems that require new interdisciplinary approaches for their solution.

The intent of this department is to meet the growing need for research on problems that arise as a result of the interaction between POM with other functional areas. Papers that deal with POM problems that incorporate several functional perspectives, and that deal with new and nontraditional problems are of particular interest here. We actively solicit research that is original, imaginative, and of significant interest to the journal's readership. In particular, we invite manuscripts that consolidate other functional areas of management with POM in ways that lead to better decision-making as well as provide insights into POM practices.

Contributors are encouraged to submit papers that are clear and accessible to a large segment of the journal readership. They should explain the nature of the relationship of POM with other areas and its significance as well as identify the major disciplines on which their work is based.

This department has two submission streams:

• Empirical Research and Practice:The Empirical Research and Practice stream invites research and case studies that will pave the way for the development of practical solutions, systems and concepts useful to executives and managers responsible for both strategic and tactical operational decisions.
  
• Models and Analysis:The Models and Analysis stream will consider manuscripts that develop analytical models including decision making optimization models in multi-functional or multi-organizational frameworks. Manuscripts that report on innovative solution approaches to solve these models and draw on interdisciplinary approaches are also invited in this area.
  

Departmental Editor (Empirical Research and Practice)
Professor Michael A. Lapré
Owen Graduate School of Management
Vanderbilt University
401 21st Avenue South
Nashville, TN 37203
Phone: (615) 322-2389
Fax: (615) 343-7177
michael.lapre@owen.vanderbilt.edu

Senior Editors
Shannon Anderson, Rice University
Stephan Biller, General Motors Corporation
Vishal Gaur, New York University
Alan MacCormack, Harvard University
Suresh Radhakrishnan, University of Texas at Dallas
H. Ravinder, Johnson & Johnson Health Care Systems Inc.
Jeff Stratman, University of Utah
Nikos Tsikriktsis, London Business School
Anita Tucker, Harvard University

Departmental Editor (Models and Analysis)
Professor Suresh P. Sethi
School of Management
University of Texas at Dallas
Richardson, TX 75080, USA
Phone: (972) 883-6245
Fax: (972) 883-2089
sethi@utdallas.edu

Senior Editors
Qi (Annabelle) Feng, The University of Texas at Austin
Fred Feinberg, University of Michigan
Guillermo Gallego, Columbia University
Varghese Jacob, University of Texas at Dallas
Subodha Kumar, University of Washington
Stephen Pollock, University of Michigan
Sridhar Seshadri, New York University
Alex Triantis, University of Maryland

Mission Statement
Rapid technological change drives rapid change in organizations as they strive to lead, follow, or merely survive. New technologies have led to fundamental transformations in traditional intra and inter-firm business practices and have accelerated the pace of globalization. The impact of new technologies is widespread including the creation of new forms of competition, changes in product and service attributes, the development of new production and service creation processes, changes in the basic structure of extended supply chains, and new delivery channels for consumer goods and services.

Managing both the creation and application of rapidly changing technologies is therefore a critical challenge. The management of technology domain provides a deep understanding of the drivers of organizational performance in a global marketplace impacted by rapidly changing technology. In particular, the management of technology domain focuses on the development, planning, implementation, and assessment of technological capabilities to shape and accomplish the strategic and operational objectives of an organization or a network of organizations.

The Management of Technology Department seeks papers that employ rigorous research methods including optimization, simulation, and empirical approaches. Research in the management of technology domain often takes a multidisciplinary approach, though this is not a requirement. Reflecting the multidisciplinary nature of the management of technology, beyond relevance to operations management, papers may also relate to other functional areas of management and economics. Topics of interest to the Management of Technology Department include (but are not limited to) the following.

• Technology innovation, diffusion and transfer
• Dynamics of innovation
• The impact of technology on the nature of competition
• Technology strategy
• Technology change and uncertainty
• R&D management
• Managing a firm's resource-based capabilities
• Knowledge management
• Adoption and implementation of new technology
• Managing technology within and between firm boundaries
• Technology and the organization
• Product versus process technology development and integration
• Technology development and process improvement
• Performance measurement and the justification of new technology
• Entrepreneurship
• Intellectual property and patents
• Technology forecasting
• Technology and environmental sustainability
• Social networks and the diffusion of innovation

Departmental Editor
Professor Cheryl Gaimon
Georgia Institute of Technology
800 W. Peachtree Street, NW
Atlanta, GA 30308-0520, USA
Phone: (404) 385-2409
Fax: (404) 894-6030
cheryl.gaimon@mgt.gatech.edu

Senior Editors
Sulin Ba, University of Connecticut
Janice Carrillo, University of Florida
Sarv Devaraj, Notre Dame University
Nitin Joglekar, Boston University
Stylianos Kavadias, Georgia
S. Rajagopolan, University of Southern California
K. K. Sinha, University of Minnesota
Stefan Thomke, Harvard Business School
D. J. Wu, Georgia Institute of Technology

Editorial Board
Edward Anderson, University of Texas-Austin
Diane Bailey, Stanford University
Sara Beckman, University of California-Berkeley
Elliot Bendoly, Emory University
John Buzacott, York University
Cheryl Druehl, Stonehill College
Dan Guide, Penn State University
Lee Fleming, Harvard Business School
Paul Kleindorfer, INSEAD
Deishin Lee, Harvard Business School
Moren Levesque, University of Waterloo
Alan MacCormack, Harvard Business School
Shanling Li, McGill University
Hiro Matsuo, Kobe University
Suresh Nair, University of Connecticut
Glen Schmidt, University of Utah
Enno Siemsen, University of Illinois-Urbana Champaign
Gil Souza, University of Maryland
Mihkel Tombak, University of Toronto
Viswanath Venkatesh, University of Arkansas

Mission Statement
This department encourages the publication of manuscripts that significantly enhance our understanding of how to manage production and distribution processes of manufacturing companies, i.e. the ones that produce physical goods as opposed to services. A variety of issues that relate to the operations management of such companies are of interest to the department, from production planning and scheduling, to inventory management, quality improvement and control, procurement and outsourcing practices, to facilities location, capacity expansion, equipment selection and layout design. We will provide a more detailed list of topics below, without implying that this list is exhaustive in any way.

We welcome papers from the spectrum of paradigms in the broad operations management field. We are open to a diverse set of rigorous methodological approaches, from operations research modeling, to economics or behavioral based models, to surveys, experiments, field based and empirical studies. We are interested in the creation of new theoretical and conceptual models as well as the methodological deepening and rigorous empirical testing of existing theories. Papers that deal at a high level design and operations decisions, or are concerned with tactical day-to-day execution and control issues, or display innovative applications and state-of-the-art practices in manufacturing management are equally welcomed for submission.

The predominant criterion of acceptance for publication of a submitted paper will be its ability to clearly communicate both managerial relevance and methodological rigor.

The fundamental evaluation question posed is if the studied issues in the paper are of significant interest to practicing operations managers and the insights provided constitute substantial contribution to current knowledge and operations practice. Even though there are no restrictions on research methods used, the paper must meet the highest standards of scientific rigor concerning the appropriate selection and competent use of the applied method.

If there are questions on the appropriateness of submission of a particular paper to the department, we invite the author(s) to contact, preferably via email, the department editor. He will be glad to perform an early screening and advise on the suitability of the submission to the department.

Sample list of topics:

• Demand forecasting processes for manufactured goods
• Inventory management
• Production planning and control
• Production sequencing and scheduling
• Lot Sizing and Coordinated Replenishment issues for manufactured and procured raw materials and components
• Quality management and continuous improvement practices
• Quality and reliability control
• Aggregate and workforce planning
• Capacity expansion
• Capacity management
• Productivity measurement and improvement
• Assembly line balancing and production line design
• Material requirements and enterprise resource planning
• Information technology and advanced manufacturing practices
• Lean operations practices
• Synchronous manufacturing and bottleneck scheduling
• Stochastic modeling of production systems
• Managing manufacturing lead times
• Make or buy decisions, and associated outsourcing practices
• Contract manufacturing and third party operations & logistics practices
• Supplier management practices for manufacturing companies
• Push and pull production systems
• Hierarchical production planning
• Simulation of production systems and their applications
• Work-in-process management and production lead time control
• Shop floor control
• Design of facilities networks
• Facility location
• Facility layout
• Equipment and manufacturing technology selection
• Interfaces between design and manufacturing practices
• Information technology and process reengineering
• Advanced warehousing, material handling and distribution practices for manufacturing companies
• Behavioral management and team work elements in manufacturing management
• Group technology and focused manufacturing practices
• Global operations issues
• Managing manufacturing operations in developing countries
• Integrated risk management for global operations.

Departmental Editor

Professor Panos Kouvelis
Olin School of Business
Washington University in St. Louis
St. Louis, MO 63130-4899, USA
Phone: (314) 935-4604
Fax: (314) 935-6359
kouvelis@olin.wustl.edu

Senior Editors
Saif Benjafaar, University of Minnesota
Chester Chambers, Southern Methodist University
Wen-Chyuan Chiang, University of Tulsa
Lingxiu Dong, Washington University in St. Louis
Bardia Kamrad, Georgetown University
Selcuk Karabati, KOC University, Turkey
Chung Yee Lee, Hong Kong University of Science & Technology
Chung Lun Li, Hong Kong Polytechnic University
Joseph Milner, University of Toronto, Canada
Chuck Munson, Washington State University
Tava Lennon-Olsen, Washington University in St. Louis
John Semple, Southern Methodist University
Chelliah Sriskandarajah, University of Texas at Dallas
Asoo Vakharia, University of Florida

Mission Statement
Innovation and new product development are major drivers of growth, renewal, and competitive advantage for firms across all industries. For the purposes of this department, this includes product, process, service, and business-model innovation, identification and commercialization of new technologies, the management of research, and the design, engineering, and introduction of new offerings.

At the heart of successful innovation lies sophisticated project management, the management of discrete activities with defined deliverables and end points, where the activities are in some way new or unique. We are interested in all aspects of project management, including applications outside product development (e.g., large scale engineering and infrastructure undertakings, or startups).

While the department approaches innovation and new product development with an Operations orientation, emphasizing processes and execution, designing successful new products is inherently cross disciplinary, and therefore we encourage close ties to other disciplines, including the following:

• Accounting (e.g., performance measurement and incentives)
• Economics (e.g., incentives, R&D races, industrial organization)
• Engineering (much work on product development is carried out, for example, in industrial, mechanical or electrical engineering)
• Finance (e.g., risk management and financing)
• Marketing (e.g., listening to the customer, product features, market development)
• Organizational Behavior and Sociology (e.g., information processing, coordination, structure and motivation)
• Strategy (e.g., industry evolution and the role of innovation, competitive advantage, alliances).

It is the mission of this department to publish articles that offer important insights into the management of product innovation. Modeling, empirical data analysis, or grounded theory methodologies are all welcome. The hurdles for acceptance are:

• The article should offer a new idea, not just an incremental twist on previous work.
• The results of the article should be managerially relevant. This means that the results can be translated into some useful managerial practice or decision rule.
• Whatever the research method chosen, it should fulfill a high standard of rigor.

We will emphasize innovativeness: if a manuscript offers an interesting new idea but does not quite live up to the highest rigor, we will work with the author to achieve a higher methodological standard, and then publish the manuscript.

Departmental Editors
Professor Vish V. Krishnan
Rady School of Management
University of California at San Diego
San Diego, CA
Phone: (858) 822-1991
vk@ucsd.edu

Professor Christian Terwiesch
The Wharton School
Department of Operations and Information Management
548 Jon M. Huntsman Hall
Philadelphia, PA 19104-6366, USA
Phone: (215) 898-8541
Fax: (215) 898-3664
terwiesch@wharton.upenn.edu

Senior Editors
Edward Anderson, University of Texas at Austin
Willy Herroelen, KU Leuven
Nitin Joglekar, Boston University
Kamalini Ramdas, University of Virginia
Glen Schmidt, University of Utah
Svenja Sommer, Purdue University
Stefan Thomke, Harvard Business School
Yi Xu, University of Miami

Mission Statement
This department seeks to publish articles that examine the relationships between operations strategy and operational decisions within an organization, as well as relationships with other functional areas. Articles on both the process of developing/modifying strategies and the content of an organization’s strategy are encouraged. Of particular interest are articles that examine linkages between strategic priorities/goals and both long-term operational decisions and shorter term operational decisions.

While the field of operations strategy has made great strides in studying competitive priorities and studying operational decisions separately, there is a strong need to examine linkages at a deeper level. In a sense, Skinner (1969) offered a call to arms for manufacturing as the missing link in corporate strategy. This department wishes to publish papers that examine links between operations strategy and decisions, as well as between different functional areas of an organization (i.e. marketing, finance,
information technology, new product development). Specific topics that are of great interest include:

• The broader area of "operations" strategy rather than the earlier focus on "manufacturing" strategy. Services make up a large majority of the economies of developed nations, and even within manufacturing, much of the value added is not attributable to direct product transformations.
• Studies focused on a single industry that allow for comparison of different strategies based on competitive priorities by examining different linked operational decisions in a controlled setting.
• Longitudinal rather than cross-sectional studies. Strategy is often examined in a static manner, yet given its dynamic nature there is a strong need for more longitudinal research.
• Strategic consensus and multiple viewpoints. Operations by definition involve anyone in an organization directly involved with providing a product or a service, thus there are typically numerous people involved in any order. Research that examines multiple participants from a single organization is encouraged to break from the common focus on a single key informant.

The specific topics mentioned above are not intended to be a complete list. We encourage papers that combine strong theory with practical examination of operations strategy in organizations. All research methods will be considered, but emphasis is placed on empirical examinations of existing organizations and the value of insights in guiding executives in managing their organizations.

Departmental Editor
Professor Aleda V. Roth
College of Business and Behavioral Sciences
343A Sirrine Hall
Clemson University
Clemson, SC 29634-1305
Phone: (864) 656-1880
Fax: (864) 656-2015
ARoth@Clemson.Edu

Senior Editors
Xiande Zhao, Chinese University of Hong Kong
Kate Blackmon, Oxford University
Nicole DeHoratius, University of Chicago
Barbara Flynn, Indiana University
Soumen Ghosh, Georgia Institute of Technology
Mark Pagell, Oregon State University
Eve Rosenzweig, Emory University
M. Johnny Rungtusanatham, University of Minnesota
Gary D. Scudder, Vanderbilt University
Enno Siemsen, University of Illinois at Urbana-Champaign
Morgan Swink, Michigan State University
Mohan Tatikonda, Indiana University

Mission Statement
Revenue management deals with modeling and optimization of tactical pricing and demand management decisions. It covers the traditional issues of capacity control and dynamic pricing, as well as problems that consider the effects of competition, learning, and strategic consumer behavior. Its scope spans classical application domains of the transportation and hospitality industries, as well as newer areas such as retail, manufacturing, telecommunications, entertainment, financial services, and health care.

This department seeks papers that make significant contributions to the field of revenue management. These may include methodological advancements for the study of existing problems, the development of novel models and revenue management techniques motivated by new application domains, as well as data-driven studies that could include, for example, studies of the performance of existing revenue management systems or the empirical testing of particular theories and/or models. We encourage submissions that explore the interplay between revenue management and manufacturing, service operations, and supply chain management. Papers need to be well written, make a significant contribution to the field, be methodologically sound, and be of practical relevance.

Departmental Editors

Professor Costis Maglaras
Columbia Business School, 409 Uris Hall
Columbia University
3022 Broadway
New York, NY 10027
Phone: (212) 854-4240
Fax: (212) 316-9180
c.maglaras@gsb.columbia.edu

Senior Editors
Rene Caldentey, New York University
William L. Cooper, University of Minnesota
Guillermo Gallego, Columbia University
Pinar Keskinocak, Georgia Institute of Technology
Jeff McGill, Queen's University
Robert L. Phillips, Nomis Solutions

Mission Statement
There is an ever-increasing need to improve management principles and theory on designing and managing service operations. Advances in information and communications technology hastened the startling pace of service product and process advances, globalization of services, the heterogeneity and complexity of customer demands, and entry of non-traditional service providers. Yet despite the size and growth of the service sector in industrialized economies, productivity has improved only slightly in recent decades. Additionally customer expectations for faster, better, cheaper services are rising. These are but a few examples of environmental, contextual, and competitive factors that are altering the landscape of service enterprises.

The Service Operations Management (SOM) Department is seeking leading-edge, rigorous research that expands the scientific knowledge base of services management from an operations management lens, and at the same time is relevant to practice. With this scope, we seek articles that build and test theory in SOM and provide managerial insights on the design, delivery, and performance assessment of services. Theory-based conceptual studies and interdisciplinary submissions are also encouraged and articles may cover either strategic or tactical problems. Submissions should be grounded in practice and be motivated by SOM issues faced by practicing managers, their companies or the service sector. Research methodologies may vary from analytic optimization, economic analyses, simulation and empirical techniques, which span survey-based to case-based studies. Regardless of the research approach taken, all submissions must pass the highest standards for scholarly work. Examples of topics that fall into the SOM Department include:

• Service technology management including: the use of the Internet for e-commerce (B2B) and e-services (B2C), self-service and process technologies, and technology mediated customer contacts
• Behavioral and psychological aspects of service management including: management of professionals and knowledge workers, employee-customer interfaces, design for experiences, delivering personalized services, and servicescape effectiveness
• Yield management, DEA, discreet choice modeling, and other analytical approaches to managing and designing services
• Service supply/value chains design including: customer-supplier relationships, managing uncertainty, franchising, outsourcing, shared services, purchasing, and configurations of facilities and networks
• Service-based manufacturing, including service factories and after-sales service
• Performance and value measurement including: economics of services, customer satisfaction and loyalty
• Managing service encounters including: blueprinting, failsafing, service guarantees, and service recovery
• Service innovations and new service design and development
• Interface between SOM and other functions including, marketing and human resources
• Capacity planning including: queuing, scheduling, forecasting, and trade-offs in balancing supply and demand
• Service sector applications including: financial services, retail services, health care, hospitality, catalogue, and industrial services
• Service quality, customer orientation, and continuous improvement
• Service operations strategy including: strategic planning; strategy content and execution, service delivery channel strategies, pricing, SOM competitiveness, service configurations and taxonomies
• Globalization of services including: industrialized and emerging markets, multicountry expansion, and cross-cultural issues.

Departmental Editors
Professor Michael Pinedo
Stern School of Business
New York University
40West Fourth Street
New York, NY 10012, USA
Phone: (212) 998-287
mpinedo@stern.nyu.edu

Professor Aleda V. Roth
Burlington Industries Professor of Supply Chain Management
College of Business and Behavioral Sciences
343A Sirrine Hall
Clemson University
Clemson, SC
ARoth@Clemson.Edu

Senior Editors
Mor Armony, New York University
Uday Apte, Southern Methodist University
Gabriel Bitran, Massachusetts Institute of Technology
Richard Chase, University of Southern California
Craig Froehle, University of Cincinnati
Wendell Gilland, University of North Carolina-Chapel Hill
Harry Groenevelt, University of Rochester
Paul Kleindorfer, University of Pennsylvania
Martin Lariviere, Northwestern University
Larry Menor, University of Western Ontario
Robert Markland, University of South Carolina
Suresh Nair, University of Connecticut
Roland Rust, University of Maryland
Sergei Savin, Columbia University
Rob Shumsky, Dartmouth College
Anita Tucker, Harvard University
Nikos Tsikriktsis, London Business School
Rohit Verma, Cornell University

Departmental Editor

Professor Hau L. Lee
Graduate School of Business
Stanford University
Stanford, CA 94305-5015, USA
Phone: (650) 723-0514
Fax: (650) 725-0468
haulee@stanford.edu

Mission Statement
The rise of global markets and increasingly virtual companies has focused both management and academic attention on competition among supply chains. The Supply Chain Management Department considers the operational challenges of managing product, information, and financial flows across organizations and customers. We seek papers that present leading-edge research on this rapidly evolving topic. The possible paper topics are vast – for example:

• Inventory management
• Supply chain coordination
• Integrated supply chain planning
• Sourcing relationships and strategy
• Supply chain design and facility location
• Organization of the supply chain function
• Managing product variety in supply chains
• Coordination of product and supply chain design
• The role of information technology in supply chain coordination
• Logistics, order fulfillment and distribution
• Supply chain risk management
• Channel management.

Manuscripts submitted for review will be expected to display both managerial relevance and scientific rigor. In particular, the problem studied must be firmly grounded in practice and must be motivated by issues faced by a firm or an industry. Research that deals with more than one entity is encouraged. Research focused on traditional operations topics such as shop floor scheduling, quality control, manufacturing flexibility will not be considered unless a compelling connection to supply chain management is provided. All research methods will be considered, but manuscripts must pass the highest standard of scientific rigor in terms of methods and analysis.

Departmental Editors
Professor M. Eric Johnson
Tuck School of Business
Dartmouth College
Hanover, NH 03768, USA
Phone: (603) 646-0526
Fax: (603) 646-1308
m.eric.johnson@dartmouth.edu

Professor Jayashankar M. Swaminathan
Kenan-Flagler Business School
University of North Carolina
Chapel Hill, NC-27599-3490, USA
Phone: (919) 843-8341
msj@unc.edu

Professor Vinod Singhal
College of Management
Georgia Institute of Technology
800 West Peachtree Street NW
Atlanta, Georgia 30332, USA
Phone: (404) 894-4908
Fax: (404) 894-6030
vinod.singhal@mgt.gatech.edu

Senior Editors
Krishnan Anand, University of Pennsylvania
Kyle Cattani, Indiana University
Gregpry A. DeCroix, University of Wisconsin
Vinayak Deshpande, Purdue University
Vishal Gaur, New York University
Haresh Gurnani, University of Miami
Albert Ha, Hong Kong University of Science and Technology>
Kevin Hendricks, Wilfrid Laurier University
Arnd Huchzermeier, WHU, Otto-Beisheim Graduate School of Management
Phil Kaminsky, University of California at Berkeley
Pinar Keskinocak, Georgia Tech
Ann Maruchek, University of North Carolina
Doug Morris, University of Texas at Austin
Serguei Netessine, The Wharton School
Ozalp Ozer, Stanford University
Kumar Rajaram, UCLA
Taylor Randall University of Utah
Uday Rao, University of Cincinnati
Sridhar Seshadri, New York University
Jeff Stratman, Georgia Institute of Technology
Terry Taylor, University of California, Berkeley
Doug Thomas, Penn State University
Ulrich Thonemann, Universität zu Köln
Brian Tomlin, University of North Carolina
Andy A. Tsay, Santa Clara University
Rachel Zhang, Hong Kong University of Science and Technology

Mission Statement
The department invites papers based on the triple concern of ‘People-Planet-Profit’. We believe that research in sustainable operations should be based on solid principles like the requirement to make a profit to be economically sustainable. However, it becomes increasingly clear that global supply chains (which include manufacturing and service activities) also need to spend attention to the well being of the people and our planet, i.e., they should strive for sustainability in a wider sense. The motivation for the formation of this department is based on the growing opportunities in this area and the obvious intersections with operations and supply chain management. Paper topics are potentially unlimited but here are a few examples:

• Interfaces between operations management and environmental impact (industrial ecology, lifecycle analysis)
• Product recovery and take-back issues (reverse logistics, remanufacturing, closed-loop supply chains)
• Specific problems related to international operations (outsourcing, impact of legislation)
• Dynamic and agile global production and supply networks
• Lean versus robust international production and supply chains
• Disaster logistics (disaster preparedness and response issues)
• Production and supply chain performance management and links to bottom-line financials
• Lifecycle approaches to design, production and supply chain management
• Installed base management.

It is important that the topic of the submitted paper is not recognized as part of established mainstream research in other Departments yet, otherwise the paper should be submitted to the appropriate specialized Department. Authors are requested to motivate why their paper is being submitted to this "Sustainable Operations" Department.

All manuscripts submitted for review will be expected to show managerial relevance and scientific rigor. The problem studied should be firmly grounded in practice and must be motivated by issues faced by a firm or an industry. Authors are encouraged to motivate clearly and convincingly why the particular problem they study is innovative and important to both industry and academia.

The Department is open to all research methods provided the analysis in the paper shows a sound methodological base.

Departmental Editor
Professor Luk N. Van Wassenhove
INSEAD
Technology Management Area
Boulevard de Constance
77305 Fontainebleau, France
Phone: (33) 1 6072 4295
Fax: (33) 1 6074 5579
luk.van-wassenhove@insead.edu

Senior Editors
Charles J. Corbett, University of California at Los Angeles
Moritz Fleischmann, Erasmus University
V. Daniel R. Guide, Pennsylvania State University
Robert D. Klassen, University of Western Ontario
Georgios Tagaras, Aristotle University

Departmental Editor
Professor J. George Shanthikumar (Stochastic Models)
Department of Industrial Engineering and Operations Research
4141 Etcheverry Hall
Mail Code 1777
University of California
Berkeley, CA 94720-1777, USA
Phone: (510) 642-4996
Fax: (510) 642-1403
Shanthikumar@ieor.berkeley.edu

Professor Kalyan Singhal (POM Forum)
Merrick School of Business
University of Baltimore
1420 N. Charles Street
Baltimore, MD 21201, USA
Phone: (410) 837-4976
Fax: (410) 837-5722
Ksinghal@ubalt.edu

Professor Vinod Singhal (Empirical Research)
College of Management
Georgia Institute of Technology
800 West Peachtree Street NW
Atlanta, Georgia 30332, USA
Phone: (404) 894-4908
Fax: (404) 894-6030
vinod.singhal@mgt.gatech.edu

Professor Christopher S. Tang (Deterministic Models)
Anderson School of Management
UCLA
Los Angeles, CA 90095, USA
Ohone: (310) 825-4203;
Fax: (310) 206-3337
chris.tang@anderson.ucla.edu

Senior Editors
Shannon Anderson, Rice University
Nagraj (Raju) Balakrishnan, Clemson University
Joseph Blackburn, Vanderbilt University
Don Eisenstein, University of Chicago
Kevin Hendricks, Wilfrid Laurier University
Wallace J. Hopp, Northwestern University
Christopher Ittner, University of Pennsylvania
Peter Kolesar, Columbia University
K. Ravikumar, University of Southern California
Roger Schmenner, Indiana University
Zuo-Jun (Max) Shen, University of California at Berkeley
Rick So, University of California, Irvine
Mark Spearman, Texas A&M University
Martin K. Starr, Rollins College
Kwei Tang, Purdue University
Chris Voss, London Business School
Peter Ward, Ohio State University