Two-Level Hierarchical Transportation Networks: A New Set of Problems and Practical Applications*

This paper defines and solves a set of new problems for two-level hierarchical transportation networks. Given a set of points, the objective is to find the path of a primary link such that a weighted sum of the lengths of the perpendiculars from each point to the primary link and the distance between the feet of the two extreme perpendiculars is minimized. The perpendiculars are the connecting or secondary links and the primary link could be a straight line or a curve. The paper provides an algorithm and computational results for the case in which the primary link is a straight line. Implementation approaches are also discussed.     

Interdisciplinary and Interorganizational Research: Establishing the Science of Enterprise Networks

We review and discuss the evolution of interdisciplinary and interorganizational research in operations management and suggest directions for future investigations. The proposed operations management research focus is one that embraces a more holistic view of an “extended enterprise” which involves working with a new business model—the organization as a network. This methodology starts by treating the organization as a system that is enabled by information technology and is characterized by ubiquitous information sharing across traditional enterprise. Proper integration of technology, business processes and people factors needs to be developed to create higher value from networked enterprises. Operations management research future lies in establishing this science from an interdisciplinary perspective. We analyze this perspective in the context of papers published in the first 50 issues of Production and Operations Management and the related literature.     

Knowledge Creation and Dissemination in Operations and Supply Chain Management

During the last 25 years, the ecosystem of knowledge creation and dissemination in operations and supply chain management has improved remarkably. We now see OM as a vibrant community and an ecosystem in steady state. Yet, there are many opportunities ahead to revitalize our field and to expand our influence. In the spirit of continuous improvement, we propose that we focus our major efforts on accelerating the following four developments: First, having greatly expanded the domain of operations management, we should continue to expand its boundaries. Second, after a visible increase in exploratory studies, our community should accelerate our pursuit of such research. Third, we encourage OM faculty to develop programs that enable Ph.D. students to carry out part of their work in actual organizational settings. Fourth, we should further strengthen our interactions with the business community and create mechanisms to systematically disseminate our research to its members.     

Product Design Awards and The Market Value of The Firm

Product design has increasingly been recognized as an important source of competitive advantage. This study empirically estimates the impact of effective design on the market value of the firm. We use a firm's receipt of a product design award as a proxy for its design effectiveness. Based on data from 264 announcements of design awards given to commercialized products between 1998 and 2011, we find that award announcements are associated with statistically significant positive stock market reactions. Depending on the benchmark model used to estimate the stock market reaction, the market reaction over a two‐day period (the day of announcement and the preceding day) ranges from 0.95% to 1.02%. The market reaction is more positive for smaller firms and for firms whose award winning products are consumer goods. However, a firm's growth potential, industry competitiveness, and whether a firm is a first time or repeated award winner do not significantly affect the market reaction.     

Personal and perceived environmental correlates of uncertainty: A micro study of small scale entrepreneurs in India

74 entrepreneurs, graduates and non-graduates, are tested at two time points in a matched group design. Data are obtained on a wide range of personal and environmental characteristics and uncertainty. Role of time and education in performance is analyzed. Uncertainty is predicted by using characteristics in the personal and perceived environment domain as predictors. Analysis does not support the hypothesis of relationship between change in time and performance of entrepreneurs. Differences in level of education are found to be related to variations in performance. Entrepreneur's uncertainty is found to be best predicted by combining the predictors in the personal and perceived environment categories, rather than each taken separately.