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Departments and Editors

Founder and Editor in Chief: Professor Kalyan Singhal, Merrick School of Business, University of Baltimore, 1420 N. Charles Street, Baltimore, MD, U.S.A.
Phone: (410) 837-4976. Fax: (410) 837-5722. E-mail:

Executive Editor: Professor Jaya Singhal, Merrick School of Business, University of Baltimore, 1420 N. Charles Street, Baltimore, MD, U.S.A.

Deputy Editor: Professor Subodha Kumar, Fox School of Business, Temple University, Philadelphia, PA, U.S.A. E-mail:

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 Editors

Professor Elena Katok
University of Texas at Dallas

Professor Mirko Kremer
Frankfurt School of Finance & Management, Germany

Senior Editors
Elliot Bendoly, Ohio State University
Kay-Yut Chen, Hewlett-Packard Laboratories
Andrew M. Davis, Cornell University
Ernan Haruvy, University of Texas at Dallas
Kyle Hyndman, University of Texas at Dallas
Rogelio Oliva, Texas A&M University
Kenneth Schultz, Air Force Institute of Technology
Rachna Shah, University of Minnesota
John Sterman, Massachusetts Institute of Technology
Xuanming Su, University of Pennsylvania
Yaozhong Wu, National University of Singapore

Mission Statement

Production and Operations Management has focused on developing models to generate understandings and facilitate decision making. With the emergence of new technologies, concepts, and business models, it has become increasingly important to integrate data into our research. In many other fields, the amount of effort dedicated to data analytics has been increasing at an accelerated speed in the past few years. Yet, the science of data analytics for production and operations management is still not mature. The department of "Data Science, Stochastic and Optimization" is established to encourage contributions in this area. We invite submissions that either applies data science, stochastic models and optimization techniques to develop novel models to address production and operations management issues, or advance the methodologies to enhance machine learning/artificial intelligence, stochastic models and optimization techniques that can address business challenges in a wide range of applications in production and operations management. We highly encourage research that integrates machine learning/artificial intelligence into stochastic analysis and optimization.

Many new concepts, technologies, business models have rapidly appeared along with the rapid generation of variety of data. Studies that explore the implications of, for example, Block Chain, Social Network, Shared Economy, Online Market Place, and Industrial Internet of Things on production and operations decision making require innovative modeling and sometimes new analytical approaches. As many concepts and technologies are still evolving and highly dynamic, we wish to work with the authors to shape the directions of research in this new area to make our unique presence.

We also wish to articulate that mere applications of machine learning/artificial intelligence, stochastic or optimization approaches on some data or contexts are not the focus of this department. For example, it may be more appropriate to submit to the department for which the domain of the study is concerned when the major contribution is on generating new insights to the specific application, even though machine learning/artificial intelligence, stochastic or optimization approaches are used.

Departmental Editors

Professor Qi (Annabelle) Feng
Purdue University

Professor Zuo-Jun (Max) Shen
University of California at Berkeley

Senior Editors

Anil Aswani, UC Berkeley
Xin Chen, University of Illinois Urbana Champion
Leon Chu, University of Southern California
William B. Haskell, National University of Singapore
Ho-Yin Mak, University of Oxford
Nan Yang, University of Miami

Mission Statement
The department of "Disaster Management" has been established to encourage research in this crucial domain. This is an area that has gained great importance for POMS because a global spotlight now illuminates extensive tragedies where countless numbers of human lives are at stake. Calamities are magnified since they occur in an ever-more complex, interconnected world. Operations management is the only field that can be called upon to spare (and/or alleviate) pain and suffering. There are major differences between traditional POM and disaster management-POM. In the latter, profit motives are not paramount. Rather, the objectives are to provide relief to victims and to save as many lives as possible. This department will focus on research that covers the entire system of disaster management including forecasting events for prevention and mitigation. Understanding the supply chain is essential for maximizing humanitarian benefits. There is also responsibility for short term and long term recovery and repair.

Papers sent to the Disaster Management Department may relate to any one (or more than one) time phases of disasters - before, during and after. The papers may focus on one (or more than one) types of the causes of disasters - error, terror and nature. Suggested major areas and subtopics of research

Types of Disasters (discussing the nature of crises, catastrophes, accidents, calamities, debacles, cataclysms-rare, severe, spontaneous, widespread, limited, unpredictable, forecastable, etc.)

  • Taxonomy of this field
  • Time as a crucial parameter
  • Methods for rapid response (for example, OODA loop)

The Role of Government and Other Agencies (such as the Red Cross and Oxfam)

  • Policy decisions
  • Methods of funding
  • Decision making structure and bureaucracy
  • Competition, conflict, cooperation and coordination among sponsors
  • Public-private partnership
  • Cooperation and linkages at the international level

Operational Planning

  • Disaster Forecasting (developments in science and engineering may be useful)
  • Prevention (for example, watch for early warning signals)
  • Mitigation - reduce the impact of severity (new building codes, heights of levees, etc.)
  • Evacuation planning
  • Instantaneous supply chain creation
  • Pre-planned scenarios of supply chain demands
  • Inventory Management of relief and medical supplies
  • Location of shelters, staging areas, pre staging areas and distribution points
  • Logistics of distribution of supplies (last mile considerations)
  • Transportation of injured people
  • Hospital capacity planning for emergencies
  • Restoration in the short term
  • Long term recovery

Application of Extreme Value Statistics

  • Phenomenological studies of extremal events
  • The study of tails of distributions applies to rare events
  • Planning systems that test limits being exceeded for crucial scenarios

Application of Domino Modeling

  • How interconnected are the parts of the whole?
  • When does one failure trigger an adjacent set of failures?
  • Markoff chains and gambler's ruin (the arc sine law applies)

Interface with Science, Engineering and Technology

  • Information Technology (data collection, analysis and creating decision alternatives)
  • Engineering and Science Disciplines - to support decisions listed elsewhere (e.g. earthquake engineering can help in predicting earthquakes, construction management can help in developing building codes, there are hurricane abatement hypotheses, etc.)

Evolution of Social Media

  • Early warning systems
  • Tracking anomalies and informing decision makers
  • Funding and supporting relevant social media
  • Future developments of social media (related to technological inventions)

Developmental (On-going) Humanitarian Programs

  • Food and Shelter for poverty areas (areas prone to disaster relief occurrences)
  • Education (teach a person to fish instead of supplying the fish)
  • Not-for-profit cost/benefit analyses
  • Overall applications to Quality of Life studies

The research methodologies include, but are not limited to, modeling, case studies and empirical studies. Conceptual and state-of-art survey papers are also invited.

Departmental Editors

Professor Sushil K. Gupta
Florida International University

Professor Martin K. Starr
Rollins College and Columbia University

Senior Editors
Nezih Altay, DePaul University
Maria Besiou, Kühne Logistics University
Mahyar Eftekhar, Arizona State University
Reza Zanjirani Farahani, Kingston University
Paulo Goncalves, Università della Svizzera Italiana
Sameer Hasija, INSEAD
Gyöngyi Kovács, HUMLOG Institute, Hanken School of Economics
Alfonso J. Pedraza-Martinez, Indiana University
Peter W. Robertson, University of Wollongong
Tina Wakolbinger, WU (Vienna University of Economics and Business)

Mission Statement
Technological advancements can potentially create new markets and value networks that eventually disrupt existing markets and value networks, displacing leading firms, products, and partnerships. This department invites submissions from a broad conceptualization of technological advancements that can cause significant shifts or disruptions in the core value propositions of an existing industry. This includes disruptions that create new or transformed business processes, product innovation, as well as disruptions that lead to entirely new business models.

To focus the scope of the department, we are particularly interested in advancements where operations management research is at the center of the impact or disruption. For example, drones can speed up product delivery that can lead to new models of inventory holding, logistics, and pricing. Three-dimensional printing can affect manufacturing processes, product design, as well as existing models of revenue management. New digital technologies continue to cause significant disruptions in operations management. For example, we are beginning to see the potential of digital technologies such as RFID chips, sensing IoT devices, and artificial intelligence in their ability to revolutionize traditional problems in supply chain management.

We welcome submissions that examine operational problems that arise outside the traditional boundaries of manufacturing and service operations. These include areas such as finance (e.g., cryptocurrency, social trading, etc.), information systems (e.g., cloud computing, new models of software development, etc.), marketing (e.g., internet and mobile advertising, social media marketing, etc.), accounting (e.g., fraud detection, AI-based auditing, etc.), as well as operations management problems that arise in the broader society such as smart cities and self-driving cars.

While the common thread in the research we solicit is the examination of disruptive technologies, the department is acutely problem-driven. We welcome all methods and methodological traditions that serve as an appropriate framework to analyze problems: analysis of data, mathematical analysis, behavioral theories, etc. We expect the study to address a new (and potentially game-changing) phenomenon, with a sufficient level of rigor that merits the attention of an elite operations management journal.

Departmental Editors

Professor Subodha Kumar
Temple University

Professor Vijay Mookerjee
University of Texas at Dallas

Senior Editors
Jianqing Chen, University of Texas at Dallas
Bin Hu, University of Texas at Dallas
Hamed Mamani, University of Washington
Yong Tan, University of Washington
Zhongju Zhang, Arizona State University

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 Geoffrey G. Parker
Dartmouth College

Senior Editors
Edward G. Anderson Jr., University of Texas at Austin
Jian Chen, Tsinghua University
Ruomeng Cui, Emory University
Amitava Dutta, George Mason University
Daewon Sun, University of Notre Dame
Yinliang (Ricky) Tan, Tulane University
Lizhen Xu, Georgia Institute of Technology

Mission Statement
Capabilities grown within an operation tend to be hard to pin down, interdependent and difficult to imitate, providing a basis for sustainable competitive advantage. Many business model innovations are, at their core, operational in nature. Modern information technology has opened up tremendous opportunities to restructure work, both geographically and organizationally. Companies are globalized, yet the world remains surprisingly and persistently local. In this context, decisions of where and how to produce what kind of goods and services are not tactical, but strategic in nature, and have to be aligned with an overarching competitive vision by the organization. The mission of the Global Operations Strategy Department is to publish research that showcases the strategic nature of operations decisions in global competitive environments. These decisions impact the evolving design of an operations nested within a global supply chain, set the foundation for tremendous and enduring productivity improvements and provide a firm with unique and novel opportunities for value generation.
We encourage research that emphasizes the strategic nature of operation decisions and whose findings contribute simultaneously to advancing scientific understanding and to improving practice. Exemplary topics include:

  • Capacity strategy: Decisions as to where and how to build what kind of capacity.
  • Technology strategy: Decisions as to the types of product technology or process technology that a firm should invest in or develop.
  • Sourcing strategy: Decisions as to where and from whom inputs are to be procured, as well as the governance mechanism for managing the established relationship.
  • Distribution strategy: Decisions as to how products and services offered by a firm become available and accessible to customers in the market.
  • Process improvement strategy: Decisions as to initiatives to implement to improve processes within and across firm boundaries.

The Global Operations Strategy Department is methodologically agnostic. We accept submissions of empirical papers analyzing primary data collected via rigorously-designed survey research, experiments, and case studies, as well as those analyzing secondary data obtained from publicly-accessible databases or from access to firms. We also encourage submission of analytical papers including game-theoretic modeling of strategic operations and supply chain decisions and strategic decision support models. Successful papers should be theoretically solid, by providing a succinct logic underlying the relationship between operations-related or supply-chain decisions and competitive advantage, as well as methodologically sound, by providing a state-of-the-art application of rigorous research methods. Last but not least, papers need to be managerially relevant, in the sense that at least some aspects of a manuscript should, in a combined body of work, find possible use in the education of future executives.

Departmental Editors

Professor M. Johnny Rungtusanatham
York University

Enno Siemsen
University of Wisconsin-Madison

Senior Editors
Gopesh Anand, University of Illinois-Urbana Champaign
Aravind Chandrasekaran, Ohio State University
Laurens G. Debo, University of Chicago
Yan Dong, University of South Carolina
Larry Fredendall, Clemson University
Karan Girotra, INSEAD
Manoj Malhotra, University of South Carolina
Eve Rosenzweig, Emory University
Fabrizio Salvador, Instituto de Empresa
Bradley Staats, University of North Carolina
Shawnee Vickery, Michigan State University
Scott Webster, Arizona State University
Yusen Xia, Georgia State University

Mission Statement
Given the size of the healthcare industry, the issues related to cost of medical treatments and quality of delivered care are likely to remain at the forefront of public discourse for the foreseeable future. Management of health care operations designs approaches for achieving operational excellence as one of the important ways of driving down costs of care while maintaining its desired quality. Despite the decades of research on operational aspects of health care delivery, there remains a sizable divide between theoretical developments and practice: many health care organizations remain ridden with inefficiencies, while the existing research does not always provide adequate description of the operational complexities resulting from changing methods of care delivery, as well as payment and incentive schemes.

The Healthcare Operations Department is seeking papers which provide a rigorous methodological treatment of a practically relevant healthcare problem using tools of operations management. On the methodological side, we encourage submissions which meet the high criteria for scholarly work, whether in the analytical or empirical domains. On the practical side, papers should be focused on important managerial issues faced by health care practitioners and administrators. Papers describing innovative applications and case studies will also be welcomed. A list of topics of interest to the Department includes:

* Capacity and demand management
* Workforce and equipment scheduling and planning
* Incentives and performance evaluation
* Clinical diagnosis and decision making
* Disease modeling and prevention
* Treatment design and planning
* Health information systems
* Regional planning and network modeling

Departmental Editor

Professor Sergei Savin
The Wharton School

Senior Editors
Rachel Chen, University of California at Davis
Stephen Chick, INSEAD
K. C. Diwas, Emory University
Craig Froehle, University of Cincinnati
Bruce Golden, University of Maryland
Nan Liu, Boston College
Susan Lu, Purdue University
Zhan Pang, Purdue University
Martin Puterman, University of British Columbia
Nicos Savva, London Business School
Rachna Shah, University of Minnesota
Steven Shechter, University of British Columbia
Vedat Verter, McGill University
Greg Zaric, University of Western Ontario

Mission Statement
The department seeks papers that further our understanding of operations by explicitly accounting for industry-specific contextual details that motivate, describe, or improve a firm's, organization's, or industry's operational decisions or outcomes. Studies that focus on industry specific considerations with respect to competitiveness, disruptions, inventory and logistics, productivity evolution, project management, product and service development, occupational safety, supply chains, sustainability, talent management, or technological choices are particularly welcome. Studies are encouraged to dive deeply into a specific industry (e.g. the pharmaceuticals industry), and their findings need not generalize to other settings (e.g. the automotive sector). However, the exposition must offer rich operational detail and explain how findings hinge upon details that may be unique to the industry context. We also encourage within-industry or cross-industry studies that examine public policy options for improving entrepreneurship, financing, information systems, innovation, sourcing, and trade practices in emergent industry sectors such as alternative energy, bio-tech manufacturing and digital services.

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 analytical models, case work, econometric analysis, laboratory or field experiments and system dynamics. The chosen methodology should be well motivated and executed with the highest rigor.

Departmental Editors

Professor Edward G. Anderson Jr.
University of Texas at Austin

Professor Nitin R. Joglekar
Boston University

Senior Editors
Saurabh Bansal, Pennsylvania State University
W.C. Benton, Ohio State University
Amy Cohn, University of Michigan
Jane Davies, University of Cambridge
Pnina Feldman, Boston University
Charles Fine, MIT
John Gray, Ohio State University
Luyi Gui, UC Irvine
David Lane, Henley Business School
Marvin Lieberman, UCLA
Jeffrey Macher, Georgetown University
Douglas Morrice, University of Texas
Sriram Narayanan, Michigan State University
Rogelio Oliva, Texas A&M University
Kingshuk Sinha, University of Minnesota
Bradley Staats, University of North Carolina
Rohit Verma, Cornell University

Mission Statement

The journal Production and Operations Management (POM) introduced the Management of Technology (MOT) Department in a special issue published in January-February 2008. Since that time, the department has published a large body of research to deepen our understanding of how innovations in science and technology have led to fundamental transformations in traditional intra and inter-organizational business practices resulting in the creation of new forms of competition, new business models, and accelerated globalization. In April 2017, the MOT Department published a second special issue. In addition to featuring important research currently underway, the 2017 special issue contains several invited papers that provide a multitude of suggestions for future multidisciplinary research in MOT. The department continues to build upon that momentum today.

The Management of Technology Department seeks contributions to the MOT domain that provide insights on how developments in science and technology drive organizations to rapidly design and implement business innovations leading to the successful launch of new products and services, new production and service creation processes, changes in the basic structure of extended supply chains, and changes in the delivery channels for consumer goods and services. We seek papers that assess and measure drivers of organizational performance including the environmental impact and the value of knowledge. Moreover, contributions to MOT are sought that recognize the importance of managing both internal resource capabilities (technology, workforce, processes and information) as well as external resource capabilities such as an organization's network of collaborators, suppliers, complementers, partners and customers.

While we seek papers that make fundamental contributions to operations management, we also recognize that MOT is multidisciplinary. For instance, MOT considers the behavioral as well as strategic implications of technology adoption and MOT considers how information technology impacts supply chain performance, the integration of product and process design, and innovation capabilities. MOT research is relevant to both existing organizations as well as entrepreneurial enterprises. Moreover, we seek papers that provide meaningful managerial insights in a variety of service and manufacturing industries (including aerospace and airlines, automotive, banking and insurance, biotechnology and pharmaceutical, consulting, defense, electronics, energy, healthcare, hospitality, media, retail, software development, telecommunications and transportation) as well as in government and non-profit organizations. Lastly, we welcome research papers that make significant contributions to the MOT domain from a variety of perspectives including empirical, experimental, and optimization methodologies.

Departmental Editor

Professor Cheryl Gaimon
Georgia Institute of Technology

Senior Editors
Sulin Ba, University of Connecticut
Elliot Bendoly, Ohio State University
Janice Carrillo, University of Florida
Sarv Devaraj, University of Notre Dame
Hong Guo, University of Notre Dame
Manpreet Hora, Georgia Institute of Technology
Jeremy Hutchison-Krupat, Darden School, UVA
Moren Lévesque, York University
Florin Niculescu, Scheller, GA Tech
S. Rajagopalan, University of Southern California
Karthik Ramachandran, Georgia Institute of Technology
Jeff Stratman, Texas Christian University

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 Editors

Professor Milind Dawande
University of Texas at Dallas

Professor Panos Kouvelis
Olin School of Business

Senior Editors
Anupam Agrawal, Texas A&M University
W.C. Benton, Ohio State University
Chester Chambers, Johns Hopkins University
Zhi-Long Chen, University of Maryland
Wen-Chyuan Chiang, University of Tulsa
Li Chen, Cornell University
Tinglong Dai, Johns Hopkins University
Emre Demirezen, University of Florida
Lingxiu Dong, Washington University in St. Louis
Neil Geismar, Texas A&M University
Selcuk Karabati, KOC University, Turkey
Michael Ketzenberg, Texas A&M University
Tava Lennon-Olsen, University of Auckland
Cuihong Li, University of Connecticut
Chung Yee Lee, Hong Kong University of Science & Technology
Mili Mehrotra, University of Illinois at Urbana-Champaign
Joseph Milner, University of Toronto, Canada
Kamran Moinzadeh, University of Washington
Chuck Munson, Washington State University
Anand Paul, University of Florida
George Tagaras, Aristotle University of Thessaloniki, Greece
Yu (Sammi) Tang, University of Miami
George Vairaktarakis, Case Western Reserve University
Xiaole Wu, Fudan University

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 Editor
Professor Jurgen Mihm

Professor Glen Schmidt
University of Utah

Senior Editors
Sreekumar Bhaskaran, Southern Methodist University
Sanjiv Erat, University of California at San Diego
Stylianos Kavadias, Cambridge University.
Karim R. Lakhani, Harvard University
Svenja Sommer, HEC Paris
Manuel Sosa, INSEAD
Fabian Sting, Universität Köln
Sezer Ulku of Georgetown University
Yi Xu, University of Maryland

Mission Statement
The emergence and growth of the nonprofit sector in the last few decades have made it an important part of modern economy. Nonprofit sector is an extensively studied area in economics, sociology and political science. Recently, researchers in the operations management field have started paying increasing attention to this area. To define the scope of this department, we emphasize that, while the major operations of nonprofit organizations are not for profit, profit making entities can be involved in not-for-profit activities. For example, funding, organizing or facilitating the logistics for disaster relief, may involve government agencies and private firms. Moreover, a nonprofit organization may also perform for-profit operations (e.g., generating revenue by serving high-income customers to subsidize the service to the low-income ones), though making money is not the ultimate goal. Not-for-profit operations management refers to managing the process of product or service delivery that is not aiming toward (eventual) profitability but toward certain welfare, social, environmental, or culture values.

We encourage innovative models and applications that address unique challenges in the not-for-profit operations. Areas of focus include, but are not limited to, fundraising and budget planning, revenue and pricing management, resource management, distribution of products and services, project management, and operational performance evaluations. Example studies can be found in the June 2017 issue of the journal on "Not-for-profit Operations Management," and Chapter 27 in Routledge Companion of Production and Operations Management edited by Sushil Gupta and Martin Starr. Submissions to this department should emphasize the characteristics of not-for-profit operations that distinguish from those that can be analyzed using our existing operations management models. In other words, studies that apply also to general operations in for-profit contexts should be targeting other departments of the journal.

Departmental Editors

Professor J. George Shanthikumar
Purdue University

Senior Editors
Ying-Ju Chen, Hong Kong University of Science and Technology (HKUST)
Milind Dawande, University of Texas at Dallas
Qi Annabelle Feng, Purdue University
Milind Sohoni, Indian school of Business (ISB)
Yulan Amanda Wang, Hong Kong Polytechnic University
Wenqiang Xiao, New York University (NYU)

Mission Statement

The department seeks papers that improve our understanding of how operations management impacts and is impacted by accounting institutions and practices. Topics of interest include but are not limited to financial reporting, incentive design, information sharing, internal controls, inventory management, organizational structure, outsourcing, performance measurement, supply chain contracting, taxation, transfer pricing, etc. The department is inter-disciplinary, broad based, and open to submissions utilizing a variety of methodologies (e.g., analytical, experimental, empirical, and survey). Contributors from any field (e.g., accounting, economics, marketing, psychology, operations) are encouraged to submit papers that can foster conversations between researchers and practitioners in accounting and operations.

Departmental Editor
Professor Anil Arya
Ohio State University

Senior Editors
Mark Bagnoli, Purdue University
Eva Labro, University of North Carolina-Chapel Hill
Brian Mittendorf, Ohio State University
Suresh Radhakrishnan, University of Texas at Dallas
Shiva Sivaramakrishnan, Rice University

Mission Statement

The Department seeks to publish papers at the interface of operations and economics that use economic modeling tools to study the interactions between cooperative or competitive firms and consumers. Papers that adopt a quantitative approach to analyze problems taking into account uncertainty and/or a dynamic environment are especially encouraged for submission. Topics include (but are not limited to) industrial organization theory as related to strategic interactions between firms which may be influenced by government regulations and/or have policy implications; game theory applications involving cooperative or non-cooperative behavior; contract design problems to provide incentives or to induce revelation of private information using adverse selection, moral hazard, or signaling techniques; procurement auctions; pricing; and consumer behavior. We welcome a wide variety of research methods including applied economic theory. Papers with analytical models accompanied by econometrics/empirical analysis are also encouraged. All published research must meet the high standard of rigor and novelty, and have broad managerial appeal. Questions regarding the suitability of papers for consideration can be directed to the department editor.

Departmental Editor
Professor Haresh Gurnani
Wake Forest University

Senior Editors
Subramanian Balachander, Purdue University
Maxime Cohen, New York University
Bin Hu, University of Texas at Dallas
Ming Hu, Universit of Toronto
Kinshuk Jerath, Columbia University
Harish Krishnan, University of British Columbia
Dimitri Kuksov, UT Dallas
Guoming Lai, UT Austin
Elie Ofek, Harvard University
Amit Pazgal, Rice University
Jeff Shulman, University of Washington
David Soberman, University of Toronto
Leon Zhu, University of Southern California

Mission Statement

This department focuses on the interaction of POM both with the internal financial functions of the firm and with external financial markets. The department seeks papers that illuminate the relationships and dependencies between POM and finance and that in particular highlight the ways in which consideration of the interfacing area affects decision making, resource allocation, and behavior.

Example topics include the impact of capital constraints on production and expansion decisions; the roles of operational flexibility and financial contracts in reducing cash flow volatility; the impact of financial distress, taxes, debt, and equity market activity on financial structure and operational decisions; the role of financial and operational actions in resolving issues of information asymmetry and control; the analysis of policies that directly and indirectly affect both operational and financial activity; and the development of novel real options methodology and creative applications thereof, including, but not limited to, the commodity, energy, and high technology industries. The department also welcomes papers that address any other topic in the general scope of the journal in which both operations and finance play significant roles.

The POM-finance Interface department considers papers representing a variety of research paradigms. Suitable papers may, for example, provide an empirical analysis of intra- and inter-firm, industry, sector, and regional data; describe the design and analysis of experiments combining operational and financial considerations; develop new methodologies for assisting in joint operational and financial decision making; and analyze theoretical models of operational and financial interactions.

The major criterion for acceptability is the paper's ability to convey new insights of managerial relevance or to provide innovative decision-making tools with (potential) practical applicability within the scope of the department's mission. Papers should conform to the overall professional standards of general POM submissions. Questions regarding the suitability of papers for consideration can be directed to the department editor.

Departmental Editor
Professor Sridhar Seshadri
University of Illinois Urbana Champion

Senior Editors
Rene Caldentey, New York University
Burak Kazaz, Syracuse University
Nikolay Osadchiy, Emory University
Nicola Secomandi, Carnegie Mellon University

Mission Statement

The department seeks to publish manuscripts that are at the interface of operations and information systems. Topics include (but are not limited to): how information systems serve as enablers and change agents in operations and supply chain management; how information systems impact the efficiency of supply chain; how innovative processes and information (systems) can be effectively used to manage, integrate, and restructure global supply chains; planning and execution of information systems operations; structuring and modeling of software development/maintenance operations; operational issues in information systems security; the value of information in operational decision making; and supply chain integration using information systems.

We welcome a wide variety of research methods including analytical models, econometrics/empirical analysis, and behavioral research. The published manuscripts must meet the high standards of rigor and novelty, and should have broad managerial appeal. 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. Questions regarding the suitability of papers for consideration can be directed to the department editor.

Departmental Editor
Professor Subodha Kumar
Temple University

Professor Asoo J. Vakharia
University of Florida

Senior Editors
Xue Bai, Temple University
Achal Bassamboo, Kellogg School of Management
Gangshu Cai, Santa Clara University
Ming Fan, University of Washington
Yili (Kevin) Hong, Arizona State University
Yonghua Ji, University of Alberta
Zhengrui (Jeffrey) Jiang, Nanjing Universtiy
Dengpan Liu, Tsinghua University
Amit Mehra, University of Texas at Dallas
Sunil Mithas, University of South Florida
Paul Pavlou, Temple University
David Xiaosong Peng, University of Houston
Liangfei Qiu, University of Florida
Arvind Tripathi, University of Auckland
Oliver Yao, Lehigh University
Xiaohang Yue, University of Wisconsin-Milwaukee

Mission Statement

The department seeks to publish manuscripts that address the synergy between operations and marketing. Papers that fit four broad themes: shaping demand for operations and vice versa, trading off market opportunities with operations complexity, operations response to disruptions, and managing relationships are of particular interest. This would include (but not limited to) topics such as building capabilities, flexibility, emerging markets OM, life-cycles, preference mapping and variety, design and development, pricing and procurement, disruptions and inventory, JIT and just-in-case, due dates, capacity trading, customer service and fulfillment, demand decoupling and postponement, and customer/supplier relationships.

Manuscripts should address important research problems and help stimulate future research. They should also be well executed, and be technically flawless. The articles may draw upon quantitative/qualitative modeling, data analysis, simulation, and applications. Irrespective of the research methodology, manuscripts must display rigor and managerial relevance. Content must be original with significant contributions to OM and marketing. Theoretical manuscripts should establish why certain decisions are optimal. Domain specific empirical manuscripts need to provide generalization of methods and results. Methodological manuscripts should clearly establish superiority of new methods over existing ones.

Departmental Editor
Professor Amiya K. Chakravarty
Northeastern University

Professor Fred Feinberg
University of Michigan

Senior Editors
Jian Chen, Tsinghua University
Mabel C. Chou, National University of Singapore
Tony Cui, University of Minnesota
Laurens Debo, Dartmouth College
Hans Heese, North Carolina State University
Arnd Huchzermeier, WHU Koblenz, Germany
Kinshuk Jerath, Columbia University
Baojun Jiang, Washington University in St. Louis
Oded Koenigsberg, London Business School
Noah Lim, University of Wisconsin, Madison
Prasad Naik, University of California, Davis
Alfred Taudes, Vienna University of Economics and Business

Mission Statement

The purpose of the POM Forum area is to stimulate discussion about the field of Operations Management and about interesting new research directions. As such, two types of papers are sought:
(1) Papers that encourage the reader to explore new emerging area " domain or methodology -- of research in Operations Management. The work should be accessible and of interest to a significant portion of the readership of POM and practitioners.
(2) Papers that point out interesting problems in existing or new domains or advocate the use of new methodologies while taking strong positions on existing methodologies.
Published work will often be accompanied by supplemental commentary that enhance or dispute the theses developed. Authors are encouraged to contact the Area Editor early in the process of developing their work to determine suitability for consideration in this area.

Departmental Editor

Professor Kalyan Singhal
University of Baltimore

Professor Manmohan Sodhi
City University London

Mission Statement
The department publishes papers that document how POM methods are successfully applied in practice and how modifications of these methods, which led to the successful application, could be useful to other organizations. Papers should meet the journal's standards of originality and substantial contribution. A candidate for POM Practice must satisfy the following five criteria:

1. Documents a real problem at a real company.
2. Presents a real example to demonstrate the problem's complexity.
3. Presents the company's current solution approach.
4. Presents a rigorous, but not necessarily provably-optimal, POM solution technique.
5A. Presents implementation results comparing the POM technique to the company's current solution approach or
5B. Presents solution approaches or methodologies applicable to other companies as well and identifies new directions for further research in OM.

Papers that meet Criterion 5A should be submitted to Salal Humair or Sean Willems and papers that meet Criterion 5B should be submitted to Chelliah Sriskandarajah.

The following questions are well suited for submission to this department:

• How did an existing well-known operations theory or model need to be modified to apply in practice?
• What classic assumptions underlying a traditional operations model could be violated while still outperforming existing practice?
• How does a heuristic approach based on a classic operations model outperform existing practice?
• What dimensions are most important to capture in order to improve a real-world problem.
Questions regarding the suitability of papers for consideration can be directed to the departmental editors.

Departmental Editors

Dr. Salal Humair, Inc.

Professor Chelliah Sriskandarajah
Texas A&M University

Professor Sean P. Willems
University of Tennessee

Senior Editors
Saurabh Bansal, Pennsylvania State University
Jonathan Helm, Indiana University
Hongmin Li, Arizona State University
Bala Shetty, Texas A&M University
Gilvan Souza, Indiana University
Doug Thomas, University of Virginia

Mission Statement

Retail Operations has emerged as a substantial and important area of research in recent years. There are several drivers of this advent. Retailing is a large and growing sector of the economy in most countries, both developing and developed. It is a dynamic sector in which changes in markets, firms, technologies, and products occur rapidly. With computer technology and usage of the Internet, retailers face an ever expanding set of operational challenges. Recent research in retailing has discovered new applications, contexts, data sets, and theory, which promise a fertile ground for operations management researchers. Further, retail operations encompasses unique topics, such as merchandising, assortment planning, shelf-space allocation, store execution, promotions and markdown pricing, staffing, etc. that differ from issues faced by firms upstream in the supply chain.

This department seeks papers that address issues related to the retail sector of the economy, comprised of both traditional brick & mortar retailers and internet retailers. The department is open to papers based on all types of methodologies, including theoretical, empirical, and field based research. Papers that tackle real problems and those that have high potential to impact practice are encouraged. Topics that are of interest in this department include but are not limited to:

  • Retail merchandising, demand forecasting, and inventory planning
  • Retail store operations planning and execution including inventory, pricing, sales force planning, store design, and store location.
  • Interface of retail operations with other functions such as finance, human resources, marketing, risk management, and strategy
  • Internet retailing and synergies in multi-channel retailing
  • Organizational structure of retailers, e.g., centralized versus decentralized operations
  • Usage of technology in retail operations, e.g., use of RFID technology, data mining
  • International expansion and retailing in emerging economies
  • Store location, formats, and network design for retail firms

Manuscripts should be of a high academic standard, and should adhere to the format, style, and other established guidelines for POM submissions.

Departmental Editors
Professor Felipe Caro
University of California, Los Angeles

Professor Nicole DeHoratius
The University of Chicago

Senior Editors
Aydin Alptekinoglu, Pennsylvania State University
Goker Aydin, Johns Hopkins University
Srinagesh (Nagesh) Gavirneni, Cornell University
Hans Heese, North Carolina State University
Dorothee Honhon, University of Texas at Dallas
Saravanan Kesavan, University of North Carolina-Chapel Hill
Adam J. Mersereau, University of North Carolina
Antonio Moreno, Harvard Business School

Mission Statement
The Revenue Management Department welcomes research that uses operations research, econometrics, and behavioral and analytics tools to study how to better match the supply of a good or service with its demand over time. The scope of the department spans traditional areas of pricing and revenue optimization, such as transportation and hospitality, and emerging applications in retail analytics, healthcare, web advertising, sharing economy, and online matching markets, etc. Recent developments in the field allow finer control of many variables besides pricing and capacity; examples include information structure, liquidity, matching mechanism, etc.

Submitted papers are expected to disseminate innovative research and application in pricing and revenue optimization. They can be (but are not limited to) i) novel applications of revenue management in traditional and emerging application domains, ii) economic models, iii) methodological contribution to the solutions of existing problems, and iv) behavioral and empirical studies that validate existing theory or examine market phenomena. 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 Editor

Professor Dan Zhang
University of Colorado Boulder

Senior Editors
Goker Aydin, Johns Hopkins University
Rene Caldentey, New York University
Stefanus Jasin, University of Michigan
Sumit Kunnumkal, Indian School of Business
Ilan Lobel, New York University
Georgia Perakis, MIT
Robert L. Phillips, Nomis Solutions
Paat Rusmevichientong, University of Southern California
Kalyan Talluri, Imperial College, London
Huseyin Topaloglu, Cornell University
Zizhuo Wang, University of Minnesota

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
New York University

Professor Aleda V. Roth
Clemson University

Senior Editors
Ryan Buell, Harvard Business School
Maxime Cohen, New York University
Milind Dawande, University Texas at Dallas
Craig Froehle, University of Cincinnati
Wendell Gilland, University of North Carolina-Chapel Hill
Harry Groenevelt, University of Rochester
Pengfei Guo, The Hong Kong Polytechnic University
Gregory Heim, Texas A&M University
Martin Lariviere, Northwestern University
Mahesh Nagarajan, University of British Columbia
Pedro Oliveira, Catolica-Lisbon School of Business & Economics
Rob Shumsky, Dartmouth College
Sriram Venkataraman, University of South Carolina
Guohua Wan, Shanghai Jiao Tong University
Wenqiang Xiao, New York University

Departmental Editors

Professor Wallace J. Hopp
University of Michigan

Professor Hau L. Lee
Stanford University

Professor Suresh P. Sethi
University of Texas at Dallas

Professor J. George Shanthikumar
Purdue University

Professor Sridhar R. Tayur
Carnegie Mellon University

Senior Editors
Metin Cakanyildirim, University of Texas at Dallas
Tao Li, Santa Clara University

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 Albert Ha
Hong Kong University of Science and Technology

Professor M. Eric Johnson
Vanderbilt University

Professor Vinod Singhal
Georgia Institute of Technology

Professor Jayashankar M. Swaminathan
University of North Carolina

Senior Editors
Gad Allon, Northwestern University
Metin Cakanyildirim, University of Texas at Dallas
Kyle Cattani, Indiana University
Gregpry A. DeCroix, University of Wisconsin
Vinayak Deshpande,University of North Carolina
Feryal Erhun, Stanford University
Steve Gilbert, University of Texas at Austin
Hans Heese, North Carolina State University
Manpreet Hora, Georgia Institute of Technology
Phil Kaminsky, University of California at Berkeley
Harish Krishnan, University of British Columbia
Guoming Lai, University of Texas at Austin
Manoj K. Malhotra, University of South Carolina
Douglas Morrice, University of Texas at Austin
Sriram Narayanan, Michigan State University
Ozalp Ozer, University of Texas at Dallas
Ali Parlakturk, University of North Carolina
Kumar Rajaram, UCLA
Saibal Ray, McGill University
Milind Sohoni, Indian School of Business
Greys Sosic, University of Southern California
Jeff Stratman, Texas Christian University
Doug Thomas, University of Virginia
Ulrich Thonemann, University of Cologne
Andy A. Tsay, Santa Clara University
Lauren Xiaoyuan Lu, University of North Carolina
Hongtao Zhang, Hong Kong University of Science and Technology
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 Editors
Professor Atalay Atasu
Georgia Institute of Technology

Professor Robert D. Klassen
University of Western Ontario

Senior Editors
James Abbey, Texas A&M University
Vishal Agrawal, Georgetown University
Tamer Boyaci, ESMT Berlin
Mark Ferguson, University of South Carolina
Moritz Fleischmann, University of Mannheim
Michael Galbreth, University of Tennessee
Manpreet Hora, Georgia Institute of Technology
Brian Jacobs, Pepperdine University
Suresh Muthulingam, Pennsylvania State University
Gil Souza, Indiana University
Ravi Subramanian, Georgia Institute of Technology
Vedat Verter, McGill University
Yanchong (Karen) Zheng, MIT Sloan
Eda Kemahlioglu Ziya, NCSU

Departmental Editors

Professor Kalyan Singhal
University of Baltimore

Professor Terry Taylor
University of California, Berkeley

Senior Editors
Shannon Anderson, University of California at Davis
Volodymyr Babich, Georgetown University
Anant Balakrishnan, University of Texas at Austin
Nagraj (Raju) Balakrishnan, Clemson University
Kurt M. Bretthauer, Indiana University
Thomas Choi, Arizona State University
Tsan-Ming Choi, Hong Kong Polytechnic University
Don Eisenstein, University of Chicago
Jan C. Fransoo, Kuehne Logistics University
Soumen Ghosh, Georgia Institute of Technology
Kevin Hendricks, Wilfrid Laurier University
Qiaohai Joice Hu, Purdue University
Tingliang Huang, Boston College
Woonghee Tim Huh, University of British Columbia
Peter Kolesar, Columbia University
Guoming Lai, University of Texas at Austin
Michael Lapre, Vanderbilt University
Meng Li, Rutgers School of Business-Camden
Lauren Xiaoyuan Lu, University of North Carolina at Chapel Hill
Ram Narasimhan, Michigan State University
Anyan Qi, University of Texas at Dallas
K. Ravikumar, University of Southern California
Nadia Sanders, Northeastern University
Roger Schmenner, Indiana University
Rick So, University of California, Irvine
Mark Spearman, Factory Physics, Inc.
Kwei Tang, National Chengchi University
Giri Kumar Tayi, State University of New York at Albany
Manoj Tiwari, IIT Kharagpur
Chris Voss, London Business School
Ruxian Wang, Johns Hopkins University
Peter Ward, Ohio State University
Lu (Lucy) Yan, Indiana University
Xiande Zhao, China Europe International Business School

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