No. 29-5, July 2011
Index
- Best practice interventions: Short‐term impact and long‐term outcomes
- Common inventory modeling assumptions that fall short: Arborescent networks, Poisson demand, and single‐echelon approximations
- Creating value through returns management: Exploring the marketing–operations interface
- Cross‐functional alignment in supply chain planning: A case study of sales and operations planning
- Customization of the online purchase process in electronic retailing and customer satisfaction: An online field study
- Editorial Board
- Exploring internal and external supply chain linkages: Evidence from the field
- Field research in operations and supply chain management
- Field vehicle fleet management in humanitarian operations: A case‐based approach
- Lean principles, learning, and knowledge work: Evidence from a software services provider
- Lean service operations: Reflections and new directions for capacity expansion in outpatient clinics
- Learning and relearning effects with innovative service designs: An empirical analysis of top golf courses
- The development and application of a process model for R&D project management in a high tech firm: A field study
- Toward a theory of managing context in Six Sigma process‐improvement projects: An action research investigation⋆