Too much theory, not enough understanding⋆

Abstract

This essay and the following commentaries address the use of theory in operations management. While much is said about theory in the typical journal article, theory, as science defines it, is not at the center of much of our research. The discipline had fallen into some bad habits. This essay and its commentaries appeal for more attention to what theory can mean for our understanding of operations management.

Values and behaviors of effective lean managers: Mixed-methods exploratory research

“…Effective managers typically adopt a complex behavioral repertoire (Denison, Hooijberg, & Quinn, 1995), which can be understood more precisely through fine-grained, video-based field-observations, as in study 2 here (e.g., Bardi & Schwartz, 2003;Hoogeboom & Wilderom, 2015;Schmenner, Van Wassenhove, Ketokivi, Heyl, & Lusch, 2009;Szabo et al, 2001;Vie, 2010;Yukl, 2012): in addition to the usual (self-rating) surveys (Davis & Luthans, 1979, 1980Fleenor et al, 2010). However, analyzing one meeting per manager is insufficient when interested in uncovering their more complete customary behavioral patterns, including those of their followers.…”

Examining Value Co-Creation in Healthcare Purchasing: a Supply Chain View

“…Benefits derived from the specialized competences can be used by suppliers and customers in the value creation pro cesses, thereby positioning these actors as co producers of value and thus assuming an active role in the "relational exchanges and coproduction" (Vargo, Lusch 2004). This nascent view is referred to as service dominant logic (SDL) and it is thought to have strong potential in explaining purchasing and supply chain phenomenon (Caldwell et al 2009;Schmenner et al 2009). …”

“…The basic underpinning of SDL centers on the understanding of a shifting focus from the traditional tangible aspects of skills, knowledge and information power towards more coherent intangible aspects involving interactivity, connectivity and building relationships with up and downstream stakehol ders (Vargo, Lusch 2004). Thus, the SDL literature stream largely suggests the idea that supplier and customer are no more external to the system, but rather have integral role in the value creation process of the focal firm in the supply network through the sharing and application of each actor's competencies (Lo Nigro et al 2006;Schmenner et al 2009). …”

Pesquisa, Ensino e Prática de Gestão de Operações: Consonâncias e Divergências entre Três Mundos

“…Realizada esta discussão e mesmo reconhecendo que existem temáticas da Gestão de Operações que são igualmente valorizadas por pesquisadores, professores e praticantes, como é o caso das estratégias e políticas de produção e gestão da qualidade, as divergências ocorrem em grau suficiente para que se possa admitir a existência de descompasso entre as prioridades das categorias de profissionais interessados em Gestão de Operações, conforme amplamente apontado na literatura (Levenburg, 1996;Schmenner, Wassenhove, Ketokivi, Heyl, & Lusch, 2009;Slack, Lewis, & Bates, 2004;Westbrook, 1994). Contudo, embora os procedimentos metodológicos ora adotados não permitam colocação conclusiva a respeito dos motivos desse descompasso, é razoável aceitar que, de fato, deva haver diferença entre os esforços realizados por profissionais com objetivos tão distintos, de modo que o tom de crítica que normalmente acompanha a discussão das dissonâncias entre o que se pesquisa, o que se ensina e o que se pratica nas organizações parece, ao menos em parte, descabido.…”