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Journal articles on the topic 'Operations management'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

Maddock, H. W. "Operations Management." Manufacturing Engineer 70, no. 3 (1991): 11. http://dx.doi.org/10.1049/me:19910054.

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2

DeVries, Stan, and Victor Gopu. "Improve operational effectiveness with operations management systems." APPEA Journal 50, no. 2 (2010): 739. http://dx.doi.org/10.1071/aj09103.

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This paper looks at three examples that demonstrate how smart operations can reduce the uncertainty to reliably contribute to sustained growth in operations effectiveness. These relate to: demand/capability change; critical asset management; and, adaptive collaboration across processing/production areas and sites. While many heavy process industry organisations try to measure and manage the processing/production facilities using the operations effectiveness phrase, many have encountered difficulty in delivering the desired business improvement—whether it is achieving, sustaining, evolving or r

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3

Sridevi, Sridevi. "Management and Operations of 4G Networks." International Journal of Scientific Research 3, no. 4 (2012): 95–99. http://dx.doi.org/10.15373/22778179/apr2014/35.

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4

Mignoni, Júnior Larri Antonio, and Ivone Aparecida Lucas. "Fatigue risk management in aviation operations." Núcleo do Conhecimento 05, no. 06 (2023): 42–57. https://doi.org/10.32749/nucleodoconhecimento.com.br/science-aeronautics/aviation-operations.

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Fatigue accounts for 15% to 20% of human-related accidents. The increasing annual demand for air transportation has raised concerns in this 24/7 activity, as the crew ends up working irregular hours to meet this demand. Current regulations limit crew working hours to minimize fatigue risks, but do not eliminate them. Scientific studies reveal multiple contributing factors leading to crew fatigue, dispelling the old paradigms that fatigue resulted solely from a linear accumulation of working hours. Based on the findings of these scientific studies, a new support tool is created and presented, w

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5

Missner, Emily, and Leslie J. Reynolds. "Operations Management/Operations Research Web Sites." Journal of Business & Finance Librarianship 8, no. 3-4 (2003): 253–64. http://dx.doi.org/10.1300/j109v08n03_12.

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6

BECMER, Dariusz, and Dariusz SKORUPKA. "COMPOSITE RISK MANAGEMENT – METHOD OF RISK MANAGEMENT IN US MILITARY ORGANISATION." Scientific Journal of the Military University of Land Forces 162, no. 4 (2011): 278–96. http://dx.doi.org/10.5604/01.3001.0002.3265.

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In their article the authors depict the method of risk management used by US Army commanders in the military decision-making process, the preparation and the execution of an operation. The method is applied to combat operations, stabilisation operations, training, garrison activities and off-duty activities. The purpose of Composite Risk Management is to mitigate or eliminate risks associated with all the hazards related to the abovementioned operations and activities.

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7

Lowson, Robert H. "Operational management and operations strategies: an SME perspective." International Journal of Procurement Management 1, no. 1/2 (2007): 180. http://dx.doi.org/10.1504/ijpm.2007.015361.

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8

Loch, Christoph H., and Yaozhong Wu. "Behavioral Operations Management." Foundations and Trends® in Technology, Information and Operations Management 1, no. 3 (2005): 121–232. http://dx.doi.org/10.1561/0200000009.

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9

Kleindorfer, Paul R., Kalyan Singhal, and Luk N. Wassenhove. "Sustainable Operations Management." Production and Operations Management 14, no. 4 (2009): 482–92. http://dx.doi.org/10.1111/j.1937-5956.2005.tb00235.x.

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10

Walker, Helen L., Stephen Gough, Elmer F. Bakker, Louise A. Knight, and Darian McBain. "Greening Operations Management." Journal of Management Education 33, no. 3 (2008): 348–71. http://dx.doi.org/10.1177/1052562908323190.

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11

Prentis, Eric L. "Operations management taxonomy." Journal of Operations Management 7, no. 1-2 (1987): 63–78. http://dx.doi.org/10.1016/0272-6963(87)90007-6.

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12

Atkin, Jason, Han Hoogeveen, and Raik Stolletz. "Airport operations management." OR Spectrum 41, no. 3 (2019): 613–14. http://dx.doi.org/10.1007/s00291-019-00562-z.

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13

Stapenhurst, Tim, M. Hayes, and A. Tomes. "Practical Operations Management." Statistician 40, no. 1 (1991): 113. http://dx.doi.org/10.2307/2348236.

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14

Doran, Desmond, Alex Hill, Steve Brown, Emel Aktas, and Markku Kuula. "Operations Management Teaching." Industry and Higher Education 27, no. 5 (2013): 375–87. http://dx.doi.org/10.5367/ihe.2013.0172.

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This paper explores the relevance to industry's needs of operations management (OM) teaching in higher education, by researching the content of OM modules delivered by UK academics and comparing the results of this research with the views of business practitioners having had first-hand experience of OM teaching on MBA programmes. To determine whether a gap exists in terms of the importance placed on key content areas, the views of OM academics and practitioners were empirically tested using an online survey instrument. The findings indicate that although there is a broad degree of cohesion amo

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15

Calder, Jim. "Security Operations Management." Security Journal 15, no. 4 (2002): 75–76. http://dx.doi.org/10.1057/palgrave.sj.8340006.

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16

Szarycz, Gregory S. "Cruise Operations Management." Tourism and Hospitality Research 8, no. 1 (2008): 69–70. http://dx.doi.org/10.1057/palgrave.thr.2007.17.

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17

Kolisch, Rainer, Jens O. Brunner, and Jesper Larsen. "Airport operations management." Computers & Operations Research 65 (January 2016): 163. http://dx.doi.org/10.1016/j.cor.2015.09.001.

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18

Prasad, Sameer, Sunil Babbar, and Ayhan Calis. "International operations management and operations management research: a comparative analysis." Omega 28, no. 1 (2000): 97–110. http://dx.doi.org/10.1016/s0305-0483(99)00031-6.

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19

Paliwal, Eshaan, Eshaan Yadav, Hana Siddique, Harshit Patni, and Harshit Yadav. "Operations Research and Management of Infectious Diseases." International Journal of Science and Research (IJSR) 11, no. 9 (2022): 1072–78. http://dx.doi.org/10.21275/mr22922194239.

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20

Mataac, Chito Moldogo. "Improving Service Operations through Total Quality Management." International Journal of Research Publication and Reviews 5, no. 6 (2024): 7109–24. http://dx.doi.org/10.55248/gengpi.5.0624.1647.

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21

Berenguer, Gemma, Pinar Keskinocak, J. George Shanthikumar, Jayashankar M. Swaminathan, and Luk Van Wassenhove. "Special Issue ofProduction and Operations Management: Not for Profit Operations Management." Production and Operations Management 23, no. 8 (2014): 1480–81. http://dx.doi.org/10.1111/poms.12255.

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22

Berenguer, Gemma, Pinar Keskinocak, J. George Shanthikumar, Jayashankar M. Swaminathan, and Luk Van Wassenhove. "Special Issue ofProduction and Operations Management: Not for Profit Operations Management." Production and Operations Management 23, no. 9 (2014): 1664–65. http://dx.doi.org/10.1111/poms.12288.

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23

Berenguer, Gemma, Pinar Keskinocak, J. George Shanthikumar, Jayashankar M. Swaminathan, and Luk Van Wassenhove. "Special Issue ofProduction and Operations Management: Not for Profit Operations Management." Production and Operations Management 23, no. 10 (2014): 1832–33. http://dx.doi.org/10.1111/poms.12306.

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24

Berenguer, Gemma, Pinar Keskinocak, J. George Shanthikumar, Jayashankar M. Swaminathan, and Luk Van Wassenhove. "Special Issue ofProduction and Operations Management: Not for Profit Operations Management." Production and Operations Management 23, no. 11 (2014): 2041–42. http://dx.doi.org/10.1111/poms.12309.

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25

Berenguer, Gemma, Pinar Keskinocak, J. George Shanthikumar, Jayashankar M. Swaminathan, and Luk Van Wassenhove. "Special Issue ofProduction and Operations Management: Not for Profit Operations Management." Production and Operations Management 23, no. 12 (2014): 2225–26. http://dx.doi.org/10.1111/poms.12311.

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26

Berenguer, Gemma, Pinar Keskinocak, J. George Shanthikumar, Jayashankar M. Swaminathan, and Luk Van Wassenhove. "Special Issue ofProduction and Operations Management: Not for Profit Operations Management." Production and Operations Management 24, no. 1 (2015): 179–80. http://dx.doi.org/10.1111/poms.12330.

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27

Companys Pascual, Ramón, and Imma Ribas. "Some Trends and Applications of Operational Research/Management Science to Operations Management." International Journal of Production Management and Engineering 3, no. 1 (2015): 1. http://dx.doi.org/10.4995/ijpme.2015.3459.

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28

Silver, Edward A. "Process Management Instead of Operations Management." Manufacturing & Service Operations Management 6, no. 4 (2004): 273–79. http://dx.doi.org/10.1287/msom.1040.0055.

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29

Tarasov, Andrey V. "APPLICATION OF OPERATIONAL MAPPING IN THE FOREST OPERATIONS MANAGEMENT." Географический вестник = Geographical bulletin, no. 3 (50) (2019): 134–45. http://dx.doi.org/10.17072/2079-7877-2019-3-134-145.

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30

Shepherd, Dean A., and Holger Patzelt. "Operational Entrepreneurship: How Operations Management Research Can Advance Entrepreneurship." Production and Operations Management 22, no. 6 (2011): 1416–22. http://dx.doi.org/10.1111/j.1937-5956.2011.01264.x.

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31

Prajogo, Daniel I., and Mark Goh. "Operations Management activities and operational performance in service firms." International Journal of Services Technology and Management 8, no. 6 (2007): 478. http://dx.doi.org/10.1504/ijstm.2007.013943.

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32

Kolekar, Bapu T. "Café Management System Website." INTERNATIONAL JOURNAL OF SCIENTIFIC RESEARCH IN ENGINEERING AND MANAGEMENT 09, no. 06 (2025): 1–9. https://doi.org/10.55041/ijsrem50916.

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The Café Management Website is a full- mound web operation developed to streamline and automate the operations of a ultramodern café. It replaces traditional homemade processes similar as taking orders, billing, force operation, and deals tracking with a fast, dependable, and stoner-friendly digital result. This system is designed using React.js for the frontend, which provides an interactive and responsive stoner interface, and Node.js with Express.js for the backend, enabling robust garçon- side functionality. MongoDB is used as the database to store and manage data efficiently, allowing for

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33

Krupski, William C., Mark R. Nehler, and Thomas A. Whitehill. "Preoperative Cardiac Risk Management." Cardiovascular Surgery 10, no. 4 (2002): 415–20. http://dx.doi.org/10.1177/096721090201000423.

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Numerous strategies exist for preoperative cardiac testing before patients undergo vascular operations. Potential adverse effects of evaluation and cardiac intervention should be considered before undertaking screening studies. We recently analyzed the adverse outcomes of preoperative cardiac evaluation and intervention before vascular operations in patients treated at the Denver Department of Veterans Affairs Medical Center. During the 12 month study period, 161 patients were scheduled to undergo major vascular operations; 153 patients came to operation. The decision to pursue a cardiac evalu

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34

Sapaty, P. S. "Spatial management of air and missile defence operations." Mathematical machines and systems 1 (2023): 30–49. http://dx.doi.org/10.34121/1028-9763-2023-1-30-49.

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This paper relates to the accepted presentation presented at the international Air and Missile Defence Technology Conference, held on November 16–17, 2022, in London, the UK, (day two), reflecting the contents of the presentation slides. It describes applications of the patented and internationally tested Spatial Grasp Technology (SGT) and its Spatial Grasp Language (SGL) for integrated air and missile defense (IAMD). Based on holistic space navigation and processing by recursive mobile code self-spreading in distributed words, SGT differs radically from the traditional management of large sys

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35

GUPTA, KAMAKSHI, and ANJALI SAM. "Blockchain in Operations Management." International Journal of Scientific and Research Publications (IJSRP) 9, no. 11 (2019): p9551. http://dx.doi.org/10.29322/ijsrp.9.11.2019.p9551.

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36

Guitart-Tarrés, Laura, Ana Núñez-Carballosa, Natalia Jaría Chacón, et al. "Playing in Operations Management." WPOM-Working Papers on Operations Management 8 (June 7, 2017): 81. http://dx.doi.org/10.4995/wpom.v8i0.7171.

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<p class="Abstract">The current model of competency-based learning requires new tools that allow students to develop these competencies and become active subjects of their learning (rather than passive receivers of a contents). Gamification or ludification is becoming an innovative trend in many areas, also in higher education. Games can provide a useful environment for students to acquire professional skills, a fact that is much more difficult to acquire through traditional learning methods. In that sense, this paper presents the experience of designing a game for Operations Management

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37

Thorogood, John L. "Directional Survey Operations Management." Journal of Petroleum Technology 41, no. 12 (1989): 1250–52. http://dx.doi.org/10.2118/19462-pa.

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38

Rand, Graham K., D. W. Fogarty, T. R. Hoffmann, and P. W. Stonebraker. "Production and Operations Management." Journal of the Operational Research Society 42, no. 3 (1991): 260. http://dx.doi.org/10.2307/2583323.

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39

Daskin, Mark S. "Bite-Sized Operations Management." Synthesis Lectures on Operations Research and Applications 1, no. 1 (2021): 1–193. http://dx.doi.org/10.2200/s01124ed1v01y202108ora001.

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40

Rustagi, Narendra K., and Mohsen Attaran. "Operations Management Information Systems." Journal of the Operational Research Society 45, no. 10 (1994): 1218. http://dx.doi.org/10.2307/2584486.

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41

Corbey, Michael, and P. Verdaasdonk. "Value Based Operations Management?" Maandblad Voor Accountancy en Bedrijfseconomie 78, no. 11 (2004): 507–14. http://dx.doi.org/10.5117/mab.78.12781.

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Value Based Management (VBM) is zonder twijfel een invloedrijke stroming in de bedrijfseconomische literatuur van de laatste tien jaar. Het is daarbij opmerkelijk dat het eigenlijk niet precies duidelijk is wat VBM nu inhoudt. Vast staat wel dat een aantal fundamentele uitgangspunten uit de theorie opnieuw door VBM hoog op de agenda is geplaatst. Eén daarvan is het relevante kostenbeginsel, en hiermee samenhangend, de wens om zoveel mogelijk accounting winstmaatstaven te vermijden ten gunste van maatstaven die economische winst zo goed mogelijk benaderen. In dit artikel worden vooral deze VBM-

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42

Marshall, Laurel A. "Restaurant Management and Operations." Journal of Teaching in Travel & Tourism 1, no. 2-3 (2001): 169–82. http://dx.doi.org/10.1300/j172v01n02_10.

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43

De Toni, Alberto, and Roberto Filippini. "Operations management in Italy." International Journal of Operations & Production Management 18, no. 7 (1998): 644–48. http://dx.doi.org/10.1108/01443579810217594.

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44

Bhaumik, Pradip K. "Operations Management and Innovation." Global Business Review 19, no. 3_suppl (2018): viii. http://dx.doi.org/10.1177/0972150918760028.

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45

Gupta, Diwakar. "Surgical Suites' Operations Management." Production and Operations Management 16, no. 6 (2009): 689–700. http://dx.doi.org/10.1111/j.1937-5956.2007.tb00289.x.

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46

Metters, Richard. "Gender and operations management." Cross Cultural & Strategic Management 24, no. 2 (2017): 350–64. http://dx.doi.org/10.1108/ccsm-05-2016-0097.

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Purpose Work that is considered appropriate for only one gender by the indigenous culture is explored. The focus is on the operational issues that accrue due to the combination of what is deemed appropriate treatment to, and activities of, women. Global differences in the operational sub-categories of business location, layout, the implementation of process improvement programs, shift scheduling, operational compliance, the strategic capability of volume flexibility, and other issues are explored. The paper aims to discuss these issues. Design/methodology/approach The literature from the dispa

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47

Childe, Stephen J. "Operations management and people." Production Planning & Control 18, no. 8 (2007): 627. http://dx.doi.org/10.1080/09537280701690498.

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48

Childe, Stephen J. "Operations management research agenda." Production Planning & Control 20, no. 5 (2009): 383–84. http://dx.doi.org/10.1080/09537280903059625.

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49

Rand, Graham K. "Production and Operations Management." Journal of the Operational Research Society 42, no. 3 (1991): 260–61. http://dx.doi.org/10.1057/jors.1991.56.

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50

Rustagi, Narendra K. "Operations Management Information Systems." Journal of the Operational Research Society 45, no. 10 (1994): 1218–19. http://dx.doi.org/10.1057/jors.1994.193.

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