For the past 20 years, the field of production and operations management (POM) has tried to establish itself as a discipline distinct from operations research (OR), management science (MS) and industrial engineering (IE). Sceptics argue that POM has failed to develop its own body of literature, lacks a distinct intellectual structure and that there is little appreciation of what it stands for. In this paper we use bibliometric techniques (a factor analysis of co‐citations) to investigate the intellectual pillars of the POM literature and explore whether these are distinct from those commonly associated with its rival fields. We also use simple non‐parametric techniques to show that the research agenda of European POM scholars differs substantially from that of their North American counterparts, and argue that such transatlantic differences may have exacerbated the difficulties POM has experienced in developing as a respected academic discipline.

Firms are under pressure to invest in environmental management systems (EMSs) to reduce the environmental impacts of their activities. Many advocates of EMS adoption promote the idea of 'win-win' gains, where improvements in environmental performance are accompanied by fi nancial rewards. The empirical evidence on this is mixed and suggests that the' right' conditions must exist within the fi rm for genuine environmental performance gains to materialize. The paper uses a survey of 129 Spanish manufacturing fi rms to investigate managerial perceptions about what these right conditions might be. Results indicate that enhanced environmental performance following EMS adoption is linked to managers' belief in the win-win paradigm, and that managers who adhere to the win-win story also tend to integrate other stakeholder demands into their business strategies. Policy implications conclude the paper.

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corporate social responsibility, environmental management, environmental strategy, stakeholder management, stakeholder pressures,