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A Review of Case Study Method in Operations Management Research

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"A Review of Case Study Method in Op..." refers background in this paper

... At the core of theory building is data analysis (Eisenhardt, 1989; Glaser & Strauss, 1967; Yin, 2017). ...

... …is to replicate or extend the emergent theory by identifying extremes, polar types (opposite situations along some dimension), or candidates for niche situations. to help discover categories, properties, and interrelationships that will extend the theory (Glaser & Strauss, 1967; Yin, 2017). ...

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... Using multiple data sources provides increased data reliability and more robust substantiation of constructs and propositions (Eisenhardt, 1989; Voss et al., 2002). ...

... In the case of research, we often build a sample of cases by selecting them according to different criteria (Eisenhardt, 1989). ...

... As a result, there is no easy answer to how many cases; Eisenhardt (1989) specifically suggested that in the range of 4–10 cases “usually works well.” ...

... These findings support the claims of Eisenhardt (1989), Yin (2017), and Barratt et al. (2011) that multiple case studies are used in theoretical research because of the validity, robust and testability of the theory. ...

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International Journal of Operations & Production Management

ISSN : 0144-3577

Article publication date: 1 February 2002

This paper reviews the use of case study research in operations management for theory development and testing. It draws on the literature on case research in a number of disciplines and uses examples drawn from operations management research. It provides guidelines and a roadmap for operations management researchers wishing to design, develop and conduct case‐based research.

  • Operations management
  • Methodology
  • Case studies

Voss, C. , Tsikriktsis, N. and Frohlich, M. (2002), "Case research in operations management", International Journal of Operations & Production Management , Vol. 22 No. 2, pp. 195-219. https://doi.org/10.1108/01443570210414329

Copyright © 2002, MCB UP Limited

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Thirteen years of Operations Management Research (OMR) journal: a bibliometric analysis and future research directions

  • Published: 02 July 2021
  • Volume 14 , pages 235–255, ( 2021 )

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  • Mohamed M. Dhiaf 1 ,
  • Osama F. Atayah 2 ,
  • Nohade Nasrallah 3 &
  • Guilherme F. Frederico   ORCID: orcid.org/0000-0002-5330-4601 4  

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The journal of Operations Management Research (OMR) is a rigorous journal that started its publication in 2008. It publishes short, focused research studies that advance both the theory and practice of operations management. Considering the relevant OMR’s contribution to the field of Operations Management in the last years, this study provides an overall assessment of the journal performance by conducting a retrospective review. To elaborate on OMR's temporal development in terms of publications, authors, affiliated institutions and countries, citation patterns, and conceptual structure, we extract publications from Scopus database for the period 2008–2020. We rely on bibliometric techniques in addition to bibliographic coupling, keyword analysis, and content analysis. 166 documents were analyzed using RStudio, VOSviewer, and Microsoft Excel. Findings emphasize OMR’s steady productivity growth (3.24%). Narrowly, Olhager J. is the most productive authors while Kalchschmidt M. and Stentoft J. are the most influential authors (H-index of 4). Furthermore, USA contributes to the highest number of publications while UK is the most influential country in terms of citations. Cranfield School of Management, UK stands as the top cited university. The analysis of the thematic evolution concludes to three main clusters: "Manufacturing and Supply chain Performance", "Six Sigma and Lean Management", and "Reshoring, Backshoring and Offshoring". This study recommends to further investigate the implications of the fourth industrial revolution and the sequels of COVID-19.

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1 Introduction

Operations research and management science has amplified in the scientific community since the official establishment of the Operations Research Society of America (ORSA) in 1952, the Operational Research Society (ORS) of the United Kingdom in 1953 and The Institute of Management Sciences (TIMS) in 1953 (Merigó et al.  2019 ). Originally, it sought to embrace the industrial and manufacturing methods and procedures (Buffa  1980 ), and has then expanded to permeate service systems and a myriad of functional organizational areas such as marketing, accounting, purchasing/ logistics, information management, engineering and human resources (Craighead and Meredith  2008 ). In as much, the field evolved with time and merged from relatively high reliance on mathematical techniques to more sophisticated ones. Such diversely and wealthy discipline contributed to OR journals’ surge that attracted many scholars and analysts. Among them, Operations Management Research (OMR) that was launched as a hybrid and transformative journal aiming to publish original, high-quality research that are shorter and more sharply focused than existing Operational Management (OM) ones. The journal started publication in 2008 in Springer New York L.L.C, United States and provided relevant contributions to the field of operations management, being one of the most outlets sought by researchers. Its expansive and wealthy scope engendered many multidisciplinary approaches and robust conceptual integration such as: "Industrial and Manufacturing Engineering", "Management of Technology and Innovation", "Management Sciences and Operations Research" and "Strategy and management". Its current editors are Matteo Kalchschmidt, and Daniel A. Samson.

As OM is a functional field with enormous strides in the last decades, OMR flourished in both publication activities and citations. Though it is a young journal, it succeeded to be included in Thomson Reuters ISI Web of Knowledge in 2012 and managed to position itself well among the operations management journals, promoting research that is relevant to both practitioners and researchers (Olhager and Shafer  2018 ). This reflects its impactful presence and continual prominence as it is targeted by prolific researchers who kept on promoting its excellent intellectual base and disseminating knowledge. According to SCImago Journal Rank (SJR), this journal is ranked 1.313 and has an H-index of 18. The best quartile for this journal is Q1 and its best quartile by subject area is Industrial and Manufacturing Engineering (Q1), Management of Technology and Innovation (Q1), Management Sciences and Operations Research (Q1) and Strategy and management (Q1). OMR has total citations of 3,033. Its overall rank is 2,855 and its impact factor is 5.95.

Factually, the publication quest to target top ranking journals is a major sticking point where common metrics are used to assess overall journal quality and find the suitable niche. Journal Impact Factor (JIF) is one of the most used metrics. It is a measure of the frequency with which the average article in a journal has been cited in a particular year. However, many journals/authors self-cite their own articles. Actuality, journal quality is assessed by three main factors: citation analysis, peer analysis (reviewer selection criteria), and circulation and coverage (international audience and electronic copies). Yet besides the fact that such criteria should be collectively considered, scholars should account for other factors such as: relative thickness and frequency of publication, co-authorship, thematic trends and co-occurrence, and acceptance/rejection rates.

In 2019 editorial, 14 hot topic areas were recommended in operations and supply chain management (O/SCM) that deserve scholars’ attention and practical work (Samson and Kalchschmidt  2019 ). Much more, in 2020 editorial, Samson ( 2020 ) drew on major changes in O/SCM context and the consequential disruptions caused by COVID-19 as the pandemic effect has touched macro and microeconomic levels. New mitigating strategies are proposed to reduce reliance on long international supply chains that lead to reconsider reshoring and other risk mitigation strategies. Thus, the journal transcendental and reversal changes are worth commenting and based to our knowledge, prior studies to assess OMR’s performance are not conducted yet. In parallel, the emergence of scientific databases such as Scopus and Web of Science has facilitated the acquisition of large data to pursue a complete bibliometric analysis in addition to the powerful software such as VOS and Biblioshiny (R studio) that permit to objectively perform quantitative analysis to decipher and map the cumulative scientific knowledge.

To cope with the above gaps, we conduct this study to analyze OMR history, benchmark it and highlight its performance. In this sense other studies were previously conducted in order to understand the journal development and provide readers with rich and valuable information (Rialp et al.  2019 ; Wang et al.  2019 ; Kumar et al.  2020a , b ). Also, some specific areas have been thoroughly explored such as: Entrepreneurship (Moya-Clemente et al.  2021 ; Servantie et al.  2016 ); Knowledge Management (Zha et al.  2020 ; Noor et al.  2020 ); Operations Management (Pilkington and Meredith  2018 ; Laengle et al.  2017 ; Liao et al.  2019 ; Caputo et al.  2019 ; Schulz and Nicolai  2015 ; Oliveira et al.  2018 ).

Therefore, our analysis aims to highlight OMR’s high reputation and its extensive contribution where we draw on its influential impact, relevant insights, ongoing changes, future direction, and innovative methodologies. It is an in-depth analysis of the annual citation structure and trend along with an inter-temporal analysis its focus and attempts to anticipate potential developments and new research paths. It provides insights into the journal's past, present and future trends by offering a retrospective analysis of the journal's content (Laengle et al.  2017 ). It addresses the following research questions: (1) What is OMR publications and citations trend over the last 13 years? (2) Which are OMR top-cited papers? (3) Who are the most productive and influential authors, institutions, and countries? (4) What are OMR thematic patterns? (5) Which are the persistent, hot, and cold topics?

We aim to achieve the following objectives: (1) shed light on OMR major theoretical and empirical contributions, (2) identify top and most influential scholars in terms of journals, countries and affiliations, (3) describe co-authorship relations and collaboration status in order to highlight their preponderance to curb citation trends, (4) benchmark OMR to build its competitive capabilities in terms of technology, quality, delivery, and productivity (Dertouzos et al.  1989 ; Hines et al.  1998 ), (5) provide hot topics and develop future directions in OR by revealing the current research trends and frontiers of various disciplines through keywords and co-citation analyses, (6) map and visualize results to have more intuitive presentation, and (7) pinpoint OMR critical issues and motivational strategies to further improve its ranking and visibility. Thus, this paper provides a comprehensive and broad review that encourages the scientific community and researchers in OR to engage in further discussions.

As the methodological support, we have used VOSviewer, R studio, and Microsoft Excel to derive insightful metrics to assess OMR influential impact, benchmark it relatively to peer journal in the same field and analyze its performance and temporal development.

The organization of this paper is as follows. Section  2 introduces the study's methodology, while Sect.  3 reports the results, which are divided into three major parts (publication analysis, citation analysis and network analysis). Section 4  provides the content analysis of each cluster. Section 5  provides a future agenda and Sect. 6  concludes to a summary of findings.

2 Methodology

The bibliometric analysis is gaining popularity as it is commonly used to analyze and evaluate the performance of scientific community in specific knowledge area (Barber and Mancall  1978 ; Bookstei  1979 ; Ferrante  1978 ). It becomes a fundamental tool to weigh the research impact and depict patterns of scientific contribution. To track the evolution of OMR and to identify yearly trends, we apply quantitative analysis to facilitate our interpretation. The bibliometric analysis leverages the authors' ability to manage, analyze, and extract insights from massive data, including intellectual structure, influential actors and contributors, as well as authors (Zagos and Brad  2012 ), affiliations (Boardman  2008 ), countries (Rey-Martí et al.  2016 ) sources, (Loh and Venkatraman  1992 ), and references (Tang et al.  2020 ). In addition, bibliometric approach is helpful to accurately identify the quantitative and qualitative indicators to develop reliable and relevant knowledge structure (Fagerberg et al., 2012 ).

Specifically, in the domain of journals' performance analysis, the bibliometric analysis has been commonly used in several studies to analyze different journals in various discipline; for instance Finance (Baker et al.  2021 ; Linnenluecke et al.  2020 ; Paule-Vianez et al.  2020 ); Accounting (Martínez-Blasco et al.  2016 ; Muehlmann et al.  2015 ; Yamaguchi et al.  2015 ); Management (Mishra et al.  2018 ), and Economic (Goyal et al.  2021 ).

To analyze OMR's performance, we consulted the Scopus database and extracted 166 published documents over 13 years (2008 to 2020). They consist of 149 articles, 16 editorials, and 1 erratum (Table 1 ). Despite that this data was manually refined and cleaned to avoid the risk of redundant author and affiliations names, it is still possible to have some duplicated data due to various types of writings and spelling. The study employs several bibliometric indicators to provide a comprehensive view and insightful analysis. First, the VOSviewer was employed to carry the mapping analysis, bibliographic coupling, keyword co-occurrences analysis, and co-authorship. VOSviewer is an efficient software that constructs and visualizes bibliometric networks for scientific actors, such as authors, journals, affiliation, citations, countries and other aspects (Chygryn et al.  2020 ; Evans  2019 ; Ferasso et al.  2020 ). Second, R studio has been applied to analyze several aspects, including the conceptual structure, productivity, most influential scientific actors, Lotka's law, and topics trend.

Along with descriptive analysis, the study identifies the thematic structure of the journal using bibliometric coupling analysis. Kessler ( 1963 ) proposes that documents citing an identical third document tend to form a bibliographic couple and that bibliographic couples discuss similar intellectual themes (Martyn  1964 ).

The count of publications is the measure of productivity and the count of citations is the measure of influence (Kumar et al.  2020a , b ). Specifically, we have used "biblioshiny" package, which consists of tools designed for quantitative studies in the field of both bibliometric and scientometrics. This package is helpful in converting the dataset into R format, carrying accurate bibliometric analysis, and developing matrices for various aspects, including co-citation, scientific actors’ collaboration, words analysis, and multiple correspondence analyses. Third and finally, Microsoft Excel was used to develop editable figures and tables, and to verify several tests such as citations, journal productivity, and affiliation production.

Bibliometric data and analysis provide information on the scientific orientation and dynamism of a journal, and on its impact on both the national and the international community (Okubo  1997 ). It uses numerous parameters such as: (1) performance analysis and (2) sciences mapping. The performance analysis serves to depict journal constituents’ performance (authors, affiliations, and countries) while the sciences mapping addresses constituents’ relationship. The below part provides a thorough analysis of the journal productivity, performance, benchmarking, and citation analyses.

3.1 Performance analysis and benchmarking

Benchmarking is an important strategic tool that reflects a qualitative orientation toward journals performance. It identifies future research to achieve a more systematic and quantitative analysis conducive to sharing a base of knowledge. Over the past 13 years, OMR productivity noticeably grew and contributed to 166 articles in the operations management discipline with an emphasis on contemporary issues that enhanced the industry efficiencies. It has an H-index of 28 which indicates that 28 papers have each received 28 citations or more. This measure is useful because it considers both the quality and the quantity of a set of publications. OMR earned 3,033 citations over 13 years and averaged 18.27 citations per document. The journal realized 3.24% annual growth rate over its lifespan which implicates a steady growth in the number of publications. Its collaboration index is 2.54 which suggests that each author cooperates with more than 2 authors to contribute a research work in the journal. It showcases the need for technical and scientific cooperation between scholars from different countries, universities, and backgrounds.

3.1.1 Distribution of publications over years

In this section, we provide a detailed overview of OMR temporal activity to measure the volume and impact of OMR research over prolonged periods of time as a means of identifying trends. Figure 1 visualizes the yearly publication trend. At its early beginning (2008–2012), the journal witnessed a volatile productivity depicted in a peak in 2010 (18 publications) and a trough in 2009 (8 publications). Over the subsequent 5 years (2013–2017), the publication trend was steady with an average of 11 publications per year. The last three years were remarkable as OMR productivity rate jumped by 71.43% (2018–2019) and then by 83.33% (2019–2020). The last year (2020) was exceptional with a striking increase in OMR productivity that led to the publication of the third issue. Moreover, the average publication per issue ranges between 5 and 8. Two exceptions are worth commenting. In 2010, the average publication per issue was the highest (9) while in 2018 this average was at its lowest level (3.5). 52% of total publication took place in the first issue publication while the remaining 48% are published in the second one.

3.1.2 Most relevant scientific actors (authors, affiliations, & countries)

The below section gathers a variety of dimensional indicators that analyze the number of publications, citations, and authors production over time. Table 2 shows the top 20 authors in terms of different metrics. The number of publications measures the academic contributions of OMR, the standard forms of influence and impact such as the h-index, g-index, and m-index (Egghe and Rousseau  2006 ; Hirsch  2005 ). Broadly, the h-index (h) indicates h number of publications cited at least h times, the g-index (g) accounts for the g number of highly cited publications receiving at least g 2 citations. While, h-index is independent of the date of an academic's career, the m-index aims at weighing the period of academic endeavor so to reduce the bias in favor of scientists with longer careers. Thus, if  n  = number of years since the first published paper of the scientist, the m-quotient = h-index/ n . We also account for citation per publication as the number of publications is a sign of condense productivity while the number of citations is an indicator of impactful influence. Olhager J. ranks first with 7 documents while Shafer S. ranks second with 5 documents. 5 publications for Olhager J. and Shafer S. are 5 editorials which explicate the low number of citations. The paper “Manufacturing backshoring: a systematic literature review” for Stentoft J., Olhager J., Heikkilä J., Thoms L. published in 2016 earned 65 citations at the time we extracted the data. Although Holmstrm J, Kalchschmidt M. and Stentoft J. contributed to 4 papers each, they earned the highest H-index of 4. Distinctly, the top 20 authors approximately contributed to 36% of total publications.

From another perspective, Neely A. stands as the most influential scholar among the top 20 authors with 719 citations and 359.50 average citation per document. Vinelli A., Stentoft J. and Holmstrm J. ranked in the next positions with total citations of 122,121, and 116, respectively.

Moreover, Fig. 2  elaborates on the top 20 author's production over time where we closely notice that Olhager J. published its first paper “Internal and external suppliers in manufacturing networks-An empirical analysis” in 2008, while the bigger node implicates higher contribution that stands for 2012 editorials. Shafer S. extensively contributed to OMR in 2012 and 2018 while Holmstrm J. contributed to OMR since 2012. Notably, the year 2012 retraces a wealth of contribution from the top twenty authors. As for Stentoft J. who stands one of the most influential scholars, he started publication in 2014 and ended in 2016 with highly cited articles (bigger and darker node) which reflect his highest H-index of 4.

Furthermore, Lotka's law is used to determine the frequency of publication by authors in any given field (Talukdar  2015 ) (Table 3 ). It predicts that minority of authors usually publish the majority of articles and that a high frequency rate is an indicator of authors’ satisfaction to repeat their experience and publish with the same journal. The relative frequency distribution of author productivity is hyperbolic or follows an inverse square function, such that the minority of the authors are publishing the majority of the articles. More specifically, it states that the number of authors making “n” contribution is about 1/n 2 on those making one “C”. The deviation of the observed function from the predicted inverse square function acts as a metric for the inequality in productivity of the field.

88.46% of OMR active authors published 1 single paper. Based on Lotka’s law, the relative proportion of the authors that have published 2 papers should have been 22.12% while 8.90% of OMR scholars have published 2 papers. Though there is negative deviation, Pao ( 1985 ) proposed a generalization to find both values (C and n), known as distribution of generalized inverse power or Lotka’s inverse-power law.

On another scale, Table 4 highlights the top 10 universities in terms of publications. Wake Forest University, USA ranked at the top with 12 articles followed by Lund University, Sweden and The Pennsylvania State University, USA that equally contributed to 7 publications each. Out of the top 10 performing universities, 60% are American and 20% are Swedish. Interestingly, Cranfield School of Management, UK is ranked as top cited university with 727 (23.97% of total citations) followed by the University of Cambridge, UK that earned 724 citations (23.87% of total citations). The top 10 universities have total 2,308 citations (76.10% of total citations). Out of the top 10 cited universities, 20% of the universities (UK) secured 62.86% citation while the remaining universities hold 37.13% citations. It is worth mentioning that USA stands as the leading contributor in terms of publications whereas UK is the leading in terms of citations. In their bibliometric analysis of the “International Journal of Logistics Research and Applications”, Wang et al. ( 2019 ) found that Cranfield School of Management is the most productive and influential university. This finding is grounded by the fact that the latter university is playing a pivotal role in the publication field in the areas of operation management and supply chain.

On a country level, USA contributed to the highest number of publications (68) followed by Italy (20), Sweden (15) and United Kingdom (15) as showed in Table 5 . The top 4 ranking countries contributed to 71.08 % of total OMR publications. From the citation perspective as UK topped the list with 1,003 citations that account for 33.06 % of total citations. USA secured the second place (859) with 24% of total citations while Italy earned the third position (294). UK and USA contributed to more than 61% of total citations.

In their bibliometric analysis of “The International Journal of Production Research”, Wang and Sun ( 2019 ) emphasized how the journal gained prominence over time. More than 99 countries/regions contributed to shift the journal ’dependency from its top ten authors to a wider array of authors. This fact has increased the journal ability to widen its scope of research and to expand the number of its authors.

Thus, OMR should initiate new policies to attract scholars from Asian countries to amplify its productivity and magnify its diversity. More specifically the journal should coordinate with international universities to conduct conferences and roundtables with market analysts and policy makers. The editorial board can play a significant role in setting future guidelines and strategies for OMR path such as increasing the thickness of publication, widening the scope along with suggesting formal and informal market campaign. Samson ( 2020 ) suggested hot topics to be investigated in the future such as: the disruptive effect of COVID-19, the impact of ageing population and its impact on the labor market, supply chain and OM habits, the inequality among OECD and developing countries, modern slavery, the low interest rates, industry 4.0 and digitalization effect, risk and resilience, CSR/ESG and many interesting topics. This drew attention on the effort put by editors to attract top scholars and the need to assess and study the new and disruptive changes in O/SCM trends and in other related functional areas.

3.2 Citation analysis

Figure  3 shows the citation growth of the journal measured by the yearly citation and the accumulated citation indicators. The yearly citation swings from a high of 943 citations in 2008 to a low level over the last 3-year periods where it plummeted to 30, 55, and 45 in 2018, 2019 and 2020, respectively. Notably, OMR publications were specifically influential in 2016 with 422 earned. Though the accumulated yearly citations displayed an uptrend steady growth, the last three years record the lowest number of citations as such trends have been common across journals due to the time specific nature of citations (Baker et al.  2020 ).

Table 6 provides an in-depth analysis of the yearly citation trend. Out the 166 total publications, 140 documents or 84.3% received at least one citation. Only 26 articles were not cited out of which there are 5 editorials and 22 articles published in 2020–2021. In the past few years, the total cites per publication (TC/TP) and total cites per cited publication (TC/TCP) were experiencing a downward trend. For example, in 2008, TC/TP was 62.9 which sharply dropped during the last three years and reached the lowest level (2 citations) in 2020. Similarly, TC/TCP depicted 67.4 in 2008 which fell to 5 in the last two years 2019–2020. Indeed, the citations of the latest publications need time to accrue. Moreover, it is discernable that 86 articles or 61.43% were cited only from 1 to 9 times, 47 articles 33.57% received 10–49 citations, 6 articles received 50–99 citations while only one article received more than 100 citations. Figure  4 provides a clear reflection on the trend of published articles versus cited ones. It compares the number of total publications (TP) with the number of cited publications (TCP) where at the beginning (2008–2011), both indicators co-walked at approximately the same pace which indicates the equilibrium between OMR productivity and influential impact. The gap widened in 2020 where the number of cited articles (9) shrunk to 40.9% of total published ones (22). This latter finding is very normal since citations of recent publications need time to accrue.

To investigate OMR influential publications, we extract the top 15 papers in terms of yearly citations presented in Table 7 . Neely’s publication in 2008 titled “Exploring the financial consequences of the servitization of manufacturing” earned the highest citations per year. The second document (Holmström et al.  2016 ) titled “The direct digital manufacturing (r)evolution: definition of a research agenda” achieved the 2nd rank while the yearly citation of (Pont et al.  2009 ) publication “Interrelationships among lean bundles and their effects on operational performance” earned 87 citations. In fact, there is some specific references that are most frequently cited by OMR articles. The most cited article is “Building Theories from Case Study Research Published by: Academy of Management Stable” (6 citations) published by the “The Academy of Management Review” (Eisenhardt  1989 ). Likewise, “Offshoring, reshoring and the manufacturing location decision” published by the “Journal of Supply Chain Management” (Ellram  2013 ) was also cited 6 times in OMR.

Table  8 show most frequently cited journals by OMR articles. The most cited journal is the Journal of Operations Management (Q1 and ABDC rating of A*) from which 560 articles were cited by OMR documents. Other impactful journals are the International Journal of Production Economics and The International Journal of Operations & Production Management from which 280 and 224 articles were respectively cited by OMR authors. This fact pinpoints the wealth of resources, and the high-quality journals OMR authors are relying on.

3.3 Network analysis

The network analysis is extracted from VOSviewer software. It aims at developing the connectivity between keywords based on their occurrences. A total of 576 author's keywords appears in OMR 166 documents with an average of 3.47 per document. Figure  5  shows that keywords are classified into three clusters. The red cluster represents the impact of operation strategy and the purchasing on the sustainability and firm performance, and it is investigated through empirical studies and surveys. The second cluster in the blue one which discusses the supply chain management in the reshoring, offshoring and backshoring and is mainly investigated in case studies and surveys. Finally, the green cluster tackles the supply chain and performance with regards to the six sigma, lean, and city logistics. It is mainly investigated in the healthcare and hospitals. To capture deeper insights, we employ VOSviewer to visualize the time span for each topic, the lighter nodes indicate more recent topics. Figure  6  clearly demonstrates that the oldest topics are emphasized in the areas of six sigma, purchasing, quality, and performance. In 2013–2016, topics such as “the manufacturing supply chain management and operational performance” gained popularity. While the most recent topics focus on the reshoring, offshoring, operations strategies, city logistics, and sustainability. OMR structural and temporal themes serves to highlight persistent research themes, cold and hot ones. “Supply chain”, “Operations management”, “Operational performance”, “Efficiency” and “Strategy” are persistent themes. The journal calls for the emphasis of reshoring and relocating as many multi- and transnational companies are rethinking about the supply chain system in disruptive times. Many analyses are worth studying such as top management resilience and agility in times of constraints and major events.

Likewise, the countries co-authorship was developed. Figure  7  presents that USA is the journal lead contributor within the red network that includes Sweden, Finland, Canada, and India. While UK is at the center of the green network that includes China, Pakistan, Oman, and Singapore. Lastly, Italy is at the center of the blue network, which highlights the influential collaboration with other countries such as Australia, Spain, Denmark, and Germany. The country collaboration network conveys a clear message on the necessity to account for other countries. Figure  8  presents countries’ network by seniority. The oldest network stands as Hong Kong, Switzerland, Taiwan, and Japan while the recent collaborative network includes India, Pakistan, Ghana, and United Arab Emirates. Nowadays, there is a surge in research productivity coming from these latter countries and OMR should strategize the next moves to capture wider areas that might positively curb its publication and lead to improve its benchmarking on the ABDC list.

4 Content analysis

This section offers a general overview for the nature of topics discussed in OMR over its life. It includes keywords analysis, topics trend, conceptual structure, and cluster discussion.

4.1 Keywords analysis/topics trend

R studio is used to visualize the words cloud, based on the authors’ keywords in OMR published documents. The most frequent keywords (KW) are supply chain, reshoring, manufacturing, and empirical studies (Fig. 9 ). The yearly keywords trends retrace the themes path over the period 2008–2020. While the hottest years for some specific themes are very apparent, the years of loss for some other topics are also depicted. For instance, the research in “Reshoring” theme soared between 2015–2017 which matches the claim of Samson in his 2020 editorial note to revisit the reshoring topic and address the ensuing impact of COVID-19 disruption.

4.2 Conceptual structure and clusters overview

We advanced our analysis and use R studio to reveal the main OMR clusters through conceptual structure. Figure  10  segregates the topics into three main groups: “Manufacturing and supply chain performance” (pink), “Six sigma and lean management” (blue) and “Reshoring, backshoring and offshoring” (green).

4.2.1 Cluster 1: manufacturing and supply chain performance

The first cluster is named “Manufacturing and Supply Chain Performance”. It consists of 101 OMR publications accredited with 2,108 citations. It ranks first in terms of publications and citations (Fig. 11 ). As shown in the figure above, the cluster is a conglomerate of three sub-clusters that present views on performance, manufacturing, supply chain and operations management. Therefore, the topics represented in the cluster tend to focus on central models such as: assessing performance, managing supply chain, and manufacturing and operations management practices. Neely ( 2008 ) article titled "Exploring the financial consequences of the servitization of manufacturing" is the most cited (719) with an average cites per year (359.50). The author seeks to fill the gap in the literature by presenting empirical evidence on the range and extent of servitization based on database of 10,028 firms incorporated in 25 different countries. Holmström et al. ( 2016 ) article ranks second (92 citations). Their work offers a wealth of opportunities for product and process innovation and is often touted to 'revolutionize' today's manufacturing operations and its associated supply chains structures. As such, we conclude that direct digital manufacturing will increasingly challenge operations management researchers to question established practices such as scheduling, batch sizing and inventory management in low-volume, high-variety contexts. Furthermore, an increasing adoption of direct digital manufacturing will drive structural shifts in the supply chain that are not yet well understood. We summarize these challenges by defining the research agenda at factory, supply chain, and operations strategy levels. Rolland et al. ( 2010 ) article occupies the third slot with 63 citations in the cluster. The study proposes a decision-support system for disaster response and recovery using hybrid meta-heuristics. Decision-support systems used in disaster management must cope with the complexity and uncertainty involved with the scheduling and assignment of differentially skilled personnel and assets to specific tasks. Other important works in the cluster include Choi & Hwang ( 2015 ) article, cited 56 times, and Kuhn and Sternbeck ( 2013 ) article, cited 55 times.

4.2.2 Cluster 2: six sigma and lean management

The second cluster is under the “Six Sigma and Lean Management”. It consists of 42 OMR articles published between 2008 and 2020 (cited 617 times) (Fig. 12 ). It ranks second in the number of publications and citations. Major covered topics are process improvement, operations strategy, six sigma hospital, lean management in healthcare, supply chain management, and service quality. Chakravorty ( 2009 ) article is the most influential in the cluster (87 citations). His paper is titled "Six Sigma failures: An escalation model" in which he describes a Six Sigma failure in an electrical components company. The research contributes to both practice and theory as it provides a new direction to academic research and has the potential to impact the theory of Six Sigma. It practically uncovers important factors for the successful implementation of the Six Sigma and it theoretically reflects on its definition by pinpointing its commonalities and divergences. Langabeer et al. ( 2009 ) article is the second most influential work in the cluster (73 citations). This article is a cross-sectional analysis that relies on mixed research methods (survey questionnaire and semi-structured interviews). It aims to investigate the implementation of two quality-improvement methods (Lean and Six Sigma) in the context of hospitals. The research concludes to important findings about the impact of such methods on goal and value attainments in the healthcare industry. Robinson and Hsieh ( 2016 ) article is the third highly cited work in the cluster (42 citations). The study contributes to the emerging literature on reshoring by taking a value-driven enquiry into the renewal of supply chain strategy. It enhances the understanding of reshoring as a changing business model. An iconic British high-end clothing brand, Burberry, is the chosen case study to explore its recent move towards reshoring while accounting for different metrics such as: change in leadership, business model and evolving supply chain strategy from 1997 to early 2016. These findings suggest that the renewal of supply chain strategy through reshoring and increasing control can enhance the firm value and competitiveness. The other influential works subsumed in the cluster include Lifvergren et al. ( 2010 ) article and Zeng et al. ( 2013 ) which are cited 38 times each, respectively. The first study presents key applications not earlier described in prior Six Sigma healthcare fields. However, the second paper proposes a conceptual framework to study the relationships among three dimensions of supply chain quality management (SCQM)—in-house quality management practices (internal QM), quality interaction with suppliers on the upstream side of supply chain (upstream QM), and quality interaction with customers on the downstream side of supply chain (downstream QM)—and their impact on two metrics of quality performance (conformance quality and customer satisfaction).

4.2.3 Cluster 3: reshoring, backshoring and offshoring

The last cluster is called “Reshoring, Backshoring, and Offshoring”. This cluster consists of 23 OMR articles cited 308 times, thus ranking third in terms of both publications and citations (Fig. 13 ). Key topics deliberated in the cluster include reshoring, backshoring, location decisions, and captive offshoring. Stentoft et al. ( 2016 ) article is the most cited work (65 times) where they conduct a systematic review of all prior research related to backshoring of manufacturing and conclude to provide a research agenda for further research. Bals et al. ( 2016 ) essay is the next most influential work (cited 64 times). It aims to clarify the decision-making processes related to two distinct phenomena of reshoring and insourcing and present a conceptual framework of all theoretically possible reshoring and insourcing decisions. Ashby ( 2016 ) article, cited 42 times, is the third most influential work in the cluster. He attempts to explore the effect of sustainability on reshoring strategy by studying the case of a UK-based clothing SME. Other important works in the cluster include Joubioux and Vanpoucke ( 2016 ) article and Zhai et al. ( 2016 ) article, cited 31 times each, respectively.

5 Future agenda

This section addresses themes publication gap. Emergent topics such as the implication and consequences of the fourth industrial revolution and the influences of COVID 19 on the business practices and operation style are not yet extensively investigated in OMR. To address this issue, we have separately carried two queries on the Scopus database (Industry 4.0 and COVID 19).

Considering the introduction of industry 4.0 in 2013 by the German government, this subject has received significant attention from scholars, practitioners, policymakers, and governments. Industry 4.0 advent has fostered several emerging technologies such as: Machine Learning (ML), Data Sciences, Cloud Computing, Robotic Systems, Artificial Intelligence (AI), and Internet of Things (IoT) (Dalenogare et al.  2018 ). These novel technologies prompt dramatic disruptions in the manufacturing and business practices: management style, business environment, marketing, labor market, competition environment, and customer behavior (Maresova et al.  2018 ; Moll and Yigitbasioglu  2019 ). Accordingly, several studies are carried to explore and investigate the potential opportunities and challenges in different knowledge domains in the fourth industrial revolution era such as: Economy (Goryachikh et al.  2020 ); Sustainability and Accounting (Meseguer-Sánchez et al.  2021 ); Industrial performance (Dalenogare et al.  2018 ); Business practices (Maresova et al.  2018 ) and Industrial practices (Zhang and Chen  2020 ).

Nevertheless, OMR traces shy attempts in this knowledge area. We carry a query Footnote 1 on the industrial revolution terminologies from the Scopus database and limit our search to the OMR documents. The query concludes to 10 documents as shown in Table 9 .

We also carried a query to depict the contribution in the COVID 19 knowledge area. Footnote 2 The query revealed eight papers distributed equally over 2020 and 2021. Novel coronavirus COVID-19 carried serious consequences to several aspects including human being and industries. The Oxford business group examined the consequences of COVID-19 on the supply chain industry. The outcomes documented that the sector was severely affected due to a drop in population mobility and quarantine policy which led to a sharp change in consumers behavior. Also, countries lockdown and airports and borders’ closure placed a significant strain on the global supply chains (Elnahass et al.  2021 ; Shen et al.  2020 ). Interestingly, Yadav et al. ( 2020 ) examined the rule of Internet of Things (IoT) in overriding disasters such as COVID 19 (Table 10 ). They found that (IoT) enhances the efficiency of information sharing by supporting top management and leveraging their ability to develop accurate and timely decisions.

We thus recommend OMR to encourage more publications relevant to the fourth industrial revolution and to the sequels of COVID-19.

6 Conclusion

This study provides an in-depth analysis of OMR’s publications, annual citation structure and trend, and its intellectual evolution over the period 2008–2020. We have conducted a bibliometric analysis where we drew on OMR influential impact, ongoing changes, future direction, and innovative methodologies. We were motivated by the fact that there is lack of discussion on hot topics and future directions based on keywords analysis.

We have used VOSviewer, R studio, and Microsoft Excel to derive insightful metrics to benchmark OMR relatively to peer journal in the same field and analyze its performance and temporal development. VOSviewer was used to carry out the mapping analysis, bibliographic coupling, keyword co-occurrences analysis, and co-authorship while R studio was applied to analyze the conceptual structure, productivity, most influential scientific actors, Lotka's law, and topics trend.

Over the years, OMR published 166 articles Out of which, 140 documents or 84.3% received at least one citation. OMR has an H-index of 28 and earned 3,033 citations over 13 years with 18.27 as average citations per document. The journal achieved a steady productivity growth (3.24%) over its lifespan.

Olhager J. was the most productive authors with 7 documents while Kalchschmidt M. and Stentoft J. were the most influential authors with an H-index of 4 and total citations of 116 and 121, respectively. Vinelli A. earned the highest citation per publication (40.67).

Cranfield School of Management, UK was ranked as top cited university with 727 (23.97% of total citations). The top 10 universities had a total 2,308 citations (76.10% of total citations). Out of the top 10 cited universities, 20% of the universities (UK) secured 62.86% citation while the remaining universities hold 37.13% citations.

On a country level, USA contributed to the highest number of publications (68) followed by Italy (20), Sweden (15) and United Kingdom (15). The top 4 ranking countries contributed to 71.08% of total OMR publications. From the citation perspective, UK topped the list with 1,003 citations that account for 33.06% of total citations. USA secured the second place (859) with 24% of total citations while Italy earned the third position (294). UK and USA contributed to more than 61% of total citations.

Bibliographic coupling of articles reveals three major thematic clusters: Manufacturing and supply chain performance, reshoring, offshoring and backshoring and the six sigma and lean management. OMR achieved excellence and remarkably positioned itself in the academic and scientific world. It constantly attracted prolific researchers and kept on disseminating knowledge and enlightening researcher to explore the vast field of contemporary management. In the end, we again relied on bibliometric techniques and prepared two queries to investigate two hot topics that are: Industry 4.0 and COVID-19. In addition, the inclusion of risk metric, the practicality to include preset operational buffers and the implication of top- management resilience and agility in pandemic and extreme events would constitute a main focal area for future research.

To better benchmark OMR, we concluded to the below remarks where OMR is invited to:

Revisit its scope as a means to more include related functional areas.

Continue to adhere to rigorous scholarly peer reviewing process.

Increase its publication thickness while maintaining its inherent quality of research.

Intensify its formal and informal marketing campaign.

Encourage scholars and countries collaborations.

Cooperate with government policymakers, market analysts, and researchers to foster the practical emphasis of existing management theories that should be amalgamated to account for the recent disruptive events.

Foster forum discussions on the journal platform.

Strategize the next moves to capture wider areas that might positively curb its publication and lead to improve its benchmarking on the ABDC list.

figure 1

OMR's yearly publication by issue between 2008 and 2020

figure 2

The top 20 OMR authors' production over time

figure 3

OMR citation growth between 2008 and 2020

figure 4

Gap between total publications and total cited publications between 2008 and 2020

figure 5

Author keywords network of OMR articles

figure 6

Author keyword timeline of OMR article

figure 7

Network of countries affiliated with OMR

figure 8

Network of countries affiliated to OMR per year

figure 9

OMR Keywords cloud

figure 10

Conceptual Structure Map of OMR major themes

figure 11

Cluster 1: Keyword cloud and yearly growth

figure 12

Cluster 2: Keyword cloud and yearly growth

figure 13

Cluster 3: Keyword cloud and yearly growth

Availability of data and material

All data are included in the article.

Query: ((SOURCE-ID (15,700,154,705)) AND TITLE-ABS-KEY("emerging information technolog*" OR "emerging technolog*" OR "Forth industr*" OR "industr* 4.0" OR "intelligenc*" OR "intelligent" OR "industry 4.0" OR "information system*" OR "machine learnin*" OR "deep learning*" OR "deep mining*" OR "fuzzy" OR "Fuzzy logic" OR "Big*data" OR "bigdata" OR "data*mining" OR "block*chain" OR "Blockchain" OR "Distributed Ledger Technology" OR "collaborative databases" OR "Natural Language Processing" OR "cognitive technologies" OR "augmented reality" OR "automat*" OR "Smart contracts" OR "busines* intelligen*" OR "cloud" OR "cloud*computing" OR "cognitive*" OR "Disruptive technology" OR "decision*support*" OR "digita*" OR "disruptive*technolog*" OR "electronic* accounting*" OR "electronic data interchang*" OR "EDI" OR "expert system*" OR "grid comput*" OR "image process*" OR "image recognit*" OR "industrial revolution*" OR "integrated application*" OR "integrated system*" OR "internet of things" OR "IOT" OR "neural network*" OR "neuro" OR "quantum comput*" OR "robotic*" OR "robots" OR "smart contract*" OR "text mining*")).

Query: ((SOURCE-ID (15,700,154,705)) AND TITLE-ABS-KEY ( "epidemic" OR "covid-19" OR "coronavirus" OR "corona-virus" OR "corona virus" OR "pandemic" OR "covid19")).

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Dhiaf, M.M., Atayah, O.F., Nasrallah, N. et al. Thirteen years of Operations Management Research (OMR) journal: a bibliometric analysis and future research directions. Oper Manag Res 14 , 235–255 (2021). https://doi.org/10.1007/s12063-021-00199-8

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Driving change: a case study of a dnp leader in residence program in a gerontological center of excellence.

View as pdf A later version of this article appeared in Nurse Leader , Volume 21, Issue 6 , December 2023 . 

The American Association of Colleges of Nursing (AACN) published the Essentials of Doctoral Education for Advanced Practice Nursing in 2004 identifying the essential curriculum needed for preparing advanced practice nurse leaders to effectively assess organizations, identify systemic issues, and facilitate organizational changes. 1 In 2021, AACN updated the curriculum by issuing The Essentials: Core Competencies for Professional Nursing Education to guide the development of competency-based education for nursing students. 1 In addition to AACN’s competency-based approach to curriculum, in 2015 the American Organization of Nurse Leaders (AONL) released Nurse Leader Core Competencies (updated in 2023) to help provide a competency based model to follow in developing nurse leaders. 2

Despite AACN and AONL competency-based curriculum and model, it is still common for nurse leaders to be promoted to management positions based solely on their work experience or exceptional clinical skills, rather than demonstration of management and leadership competencies. 3 The importance of identifying, training, and assessing executive leaders through formal leadership development programs, within supportive organizational cultures has been discussed by national leaders. As well as the need for nurturing emerging leaders through fostering interprofessional collaboration, mentorship, and continuous development of leadership skills has been identified. 4 As Doctor of Nursing Practice (DNP) nurse leaders assume executive roles within healthcare organizations, they play a vital role within complex systems. Demonstration of leadership competence and participation in formal leadership development programs has become imperative for their success. However, models of competency-based executive leadership development programs can be hard to find, particularly programs outside of health care systems.

The implementation of a DNP Leader in Residence program, such as the one designed for The Barbara and Richard Csomay Center for Gerontological Excellence, addresses many of the challenges facing new DNP leaders and ensures mastery of executive leadership competencies and readiness to practice through exposure to varied experiences and close mentoring. The Csomay Center , based at The University of Iowa, was established in 2000 as one of the five original Hartford Centers of Geriatric Nursing Excellence in the country. Later funding by the Csomay family established an endowment that supports the Center's ongoing work. The current Csomay Center strategic plan and mission aims to develop future healthcare leaders while promoting optimal aging and quality of life for older adults. The Csomay Center Director created the innovative DNP Leader in Residence program to foster the growth of future nurse leaders in non-healthcare systems. The purpose of this paper is to present a case study of the development and implementation of the Leader in Residence program, followed by suggested evaluation strategies, and discussion of future innovation of leadership opportunities in non-traditional health care settings.

Development of the DNP Leader in Residence Program

The Plan-Do-Study-Act (PDSA) cycle has garnered substantial recognition as a valuable tool for fostering development and driving improvement initiatives. 5 The PDSA cycle can function as an independent methodology and as an integral component of broader quality enhancement approaches with notable efficacy in its ability to facilitate the rapid creation, testing, and evaluation of transformative interventions within healthcare. 6 Consequently, the PDSA cycle model was deemed fitting to guide the development and implementation of the DNP Leader in Residence Program at the Csomay Center.

PDSA Cycle: Plan

Existing resources. The DNP Health Systems: Administration/Executive Leadership Program offered by the University of Iowa is comprised of comprehensive nursing administration and leadership curriculum, led by distinguished faculty composed of national leaders in the realms of innovation, health policy, leadership, clinical education, and evidence-based practice. The curriculum is designed to cultivate the next generation of nursing executive leaders, with emphasis on personalized career planning and tailored practicum placements. The DNP Health Systems: Administration/Executive Leadership curriculum includes a range of courses focused on leadership and management with diverse topics such as policy an law, infrastructure and informatics, finance and economics, marketing and communication, quality and safety, evidence-based practice, and social determinants of health. The curriculum is complemented by an extensive practicum component and culminates in a DNP project with additional hours of practicum.

New program. The DNP Leader in Residence program at the Csomay Center is designed to encompass communication and relationship building, systems thinking, change management, transformation and innovation, knowledge of clinical principles in the community, professionalism, and business skills including financial, strategic, and human resource management. The program fully immerses students in the objectives of the DNP Health Systems: Administration/Executive Leadership curriculum and enables them to progressively demonstrate competencies outlined by AONL. The Leader in Residence program also includes career development coaching, reflective practice, and personal and professional accountability. The program is integrated throughout the entire duration of the Leader in Residence’s coursework, fulfilling the required practicum hours for both the DNP coursework and DNP project.

The DNP Leader in Residence program begins with the first semester of practicum being focused on completing an onboarding process to the Center including understanding the center's strategic plan, mission, vision, and history. Onboarding for the Leader in Residence provides access to all relevant Center information and resources and integration into the leadership team, community partnerships, and other University of Iowa College of Nursing Centers associated with the Csomay Center. During this first semester, observation and identification of the Csomay Center Director's various roles including being a leader, manager, innovator, socializer, and mentor is facilitated. In collaboration with the Center Director (a faculty position) and Center Coordinator (a staff position), specific competencies to be measured and mastered along with learning opportunities desired throughout the program are established to ensure a well-planned and thorough immersion experience.

Following the initial semester of practicum, the Leader in Residence has weekly check-ins with the Center Director and Center Coordinator to continue to identify learning opportunities and progression through executive leadership competencies to enrich the experience. The Leader in Residence also undertakes an administrative project for the Center this semester, while concurrently continuing observations of the Center Director's activities in local, regional, and national executive leadership settings. The student has ongoing participation and advancement in executive leadership roles and activities throughout the practicum, creating a well-prepared future nurse executive leader.

After completing practicum hours related to the Health Systems: Administration/Executive Leadership coursework, the Leader in Residence engages in dedicated residency hours to continue to experience domains within nursing leadership competencies like communication, professionalism, and relationship building. During residency hours, time is spent with the completion of a small quality improvement project for the Csomay Center, along with any other administrative projects identified by the Center Director and Center Coordinator. The Leader in Residence is fully integrated into the Csomay Center's Leadership Team during this phase, assisting the Center Coordinator in creating agendas and leading meetings. Additional participation includes active involvement in community engagement activities and presenting at or attending a national conference as a representative of the Csomay Center. The Leader in Residence must mentor a master’s in nursing student during the final year of the DNP Residency.

Implementation of the DNP Leader in Residence Program

PDSA Cycle: Do

Immersive experience. In this case study, the DNP Leader in Residence was fully immersed in a wide range of center activities, providing valuable opportunities to engage in administrative projects and observe executive leadership roles and skills during practicum hours spent at the Csomay Center. Throughout the program, the Leader in Residence observed and learned from multidisciplinary leaders at the national, regional, and university levels who engaged with the Center. By shadowing the Csomay Center Director, the Leader in Residence had the opportunity to observe executive leadership objectives such as fostering innovation, facilitating multidisciplinary collaboration, and nurturing meaningful relationships. The immersive experience within the center’s activities also allowed the Leader in Residence to gain a deep understanding of crucial facets such as philanthropy and community engagement. Active involvement in administrative processes such as strategic planning, budgeting, human resources management, and the development of standard operating procedures provided valuable exposure to strategies that are needed to be an effective nurse leader in the future.

Active participation. The DNP Leader in Residence also played a key role in advancing specific actions outlined in the center's strategic plan during the program including: 1) the creation of a membership structure for the Csomay Center and 2) successfully completing a state Board of Regents application for official recognition as a distinguished center. The Csomay Center sponsored membership for the Leader in Residence in the Midwest Nurse Research Society (MNRS), which opened doors to attend the annual MNRS conference and engage with regional nursing leadership, while fostering socialization, promotion of the Csomay Center and Leader in Residence program, and observation of current nursing research. Furthermore, the Leader in Residence participated in the strategic planning committee and engagement subcommittee for MNRS, collaborating directly with the MNRS president. Additional active participation by the Leader in Residence included attendance in planning sessions and completion of the annual report for GeriatricPain.org , an initiative falling under the umbrella of the Csomay Center. Finally, the Leader in Residence was involved in archiving research and curriculum for distinguished nursing leader and researcher, Dr. Kitty Buckwalter, for the Benjamin Rose Institute on Aging, the University of Pennsylvania Barbara Bates Center for the Study of the History of Nursing, and the University of Iowa library archives.

Suggested Evaluation Strategies of the DNP Leader in Residence Program

PDSA Cycle: Study

Assessment and benchmarking. To effectively assess the outcomes and success of the DNP Leader in Residence Program, a comprehensive evaluation framework should be used throughout the program. Key measures should include the collection and review of executive leadership opportunities experienced, leadership roles observed, and competencies mastered. The Leader in Residence is responsible for maintaining detailed logs of their participation in center activities and initiatives on a semester basis. These logs serve to track the progression of mastery of AONL competencies by benchmarking activities and identifying areas for future growth for the Leader in Residence.

Evaluation. In addition to assessment and benchmarking, evaluations need to be completed by Csomay Center stakeholders (leadership, staff, and community partners involved) and the individual Leader in Residence both during and upon completion of the program. Feedback from stakeholders will identify the contributions made by the Leader in Residence and provide valuable insights into their growth. Self-reflection on experiences by the individual Leader in Residence throughout the program will serve as an important measure of personal successes and identify gaps in the program. Factors such as career advancement during the program, application of curriculum objectives in the workplace, and prospects for future career progression for the Leader in Residence should be considered as additional indicators of the success of the program.

The evaluation should also encompass a thorough review of the opportunities experienced during the residency, with the aim of identifying areas for potential expansion and enrichment of the DNP Leader in Residence program. By carefully examining the logs, reflecting on the acquired executive leadership competencies, and studying stakeholder evaluations, additional experiences and opportunities can be identified to further enhance the program's efficacy. The evaluation process should be utilized to identify specific executive leadership competencies that require further immersion and exploration throughout the program.

Future Innovation of DNP Leader in Residence Programs in Non-traditional Healthcare Settings

PDSA Cycle: Act

As subsequent residents complete the program and their experiences are thoroughly evaluated, it is essential to identify new opportunities for DNP Leader in Residence programs to be implemented in other non-health care system settings. When feasible, expansion into clinical healthcare settings, including long-term care and acute care environments, should be pursued. By leveraging the insights gained from previous Leaders in Residence and their respective experiences, the program can be refined to better align with desired outcomes and competencies. These expansions will broaden the scope and impact of the program and provide a wider array of experiences and challenges for future Leaders in Residency to navigate, enriching their development as dynamic nurse executive leaders within diverse healthcare landscapes.

This case study presented a comprehensive overview of the development and implementation of the DNP Leader in Residence program developed by the Barbara and Richard Csomay Center for Gerontological Excellence. The Leader in Residence program provided a transformative experience by integrating key curriculum objectives, competency-based learning, and mentorship by esteemed nursing leaders and researchers through successful integration into the Center. With ongoing innovation and application of the PDSA cycle, the DNP Leader in Residence program presented in this case study holds immense potential to help better prepare 21 st century nurse leaders capable of driving positive change within complex healthcare systems.

Acknowledgements

         The author would like to express gratitude to the Barbara and Richard Csomay Center for Gerontological Excellence for the fostering environment to provide an immersion experience and the ongoing support for development of the DNP Leader in Residence program. This research did not receive any specific grant from funding agencies in the public, commercial, or not-for-profit sectors.

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  • Taylor, M, McNicolas, C, Nicolay, C, Darzi, A, Bell, D, Reed, J. Systemic review of the application of the plan-do-study-act method to improve quality in healthcare. BMJ Quality & Safety. 2014:23:290-298. doi: 10.1136/bmjqs-2013-002703

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The literature notes that, overall, the research on employment-related interventions for people with opioid use disorder is still in its infancy, and for that reason, opportunities for building evidence should be capitalized upon by any organization providing services to address it, and in so doing, lay the groundwork for more rigorous studies.

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Machine learning in medication prescription: a systematic review.

Iancu A, Leb I, Prokosch H-U, et al. Machine learning in medication prescription: a systematic review. Int J Med Inform. 2023;180:105241. doi:10.1016/j.ijmedinf.2023.105241.

Pediatric medication management, in particular, requires precise dosing based on a wide range of variables including age, weight , and metabolism. This review sought to evaluate existing machine learning algorithms for medication dosing to determine which algorithms may perform best for children. Algorithms based on regression methods or decision trees performed best, but, because only 1 of the 36 studies were pediatric, significant further research is required.

Medication safety and knowledge-based functions: a stepwise approach against information overload. October 16, 2013

Prevalence of burnout among surgical residents and surgeons in Switzerland. October 27, 2010

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How surgical trainees handle catastrophic errors: a qualitative study. July 1, 2015

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Necessity of a good surgical history: detection of a gossypiboma. July 17, 2013

Using failure mode and effects analysis to increase patient safety in cancer chemotherapy. December 22, 2021

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Patient safety during anaesthesia: incorporation of the WHO safe surgery guidelines into clinical practice. November 3, 2010

Improving the quality of insulin prescribing for people with diabetes being discharged from hospital October 16, 2019

Using failure mode and effects analysis to reduce patient safety risks related to the dispensing process in the community pharmacy setting. January 24, 2018

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Enhancing safety in high-risk operations: a multilevel analysis of the role of mindful organising in translating safety climate into individual safety behaviours. April 14, 2021

Quantification and classification of errors associated with hand-repackaging of medications in long-term care facilities in Germany. December 10, 2008

Assessing the quality of patient handoffs at care transitions. January 19, 2011

Errors in medicine: punishment versus learning medical adverse events revisited - expanding the frame. March 29, 2023

A qualitative analysis of the impact of electronic health records (EHR) on healthcare quality and safety: clinicians' lived experiences. March 30, 2022

Restricted duty hours for surgeons and impact on residents quality of life, education, and patient care: a literature review. April 1, 2009

Missed injuries in trauma patients: a literature review. October 8, 2008

Applying lessons from social psychology to transform the culture of error disclosure. June 7, 2017

Patient Safety Dialogue: evaluation of an intervention aimed at achieving an improved patient safety culture. October 19, 2011

Preventable adverse events in obstetrics: systemic assessment of their incidence and linked risk factors. February 16, 2022

Impact of a computerized physician order entry system on medication safety in pediatrics-The AVOID study. June 7, 2023

The value of adding a verbal report to written handoffs on early readmission following prolonged respiratory failure. December 22, 2010

Understanding medical errors and adverse events in ICU patients. September 16, 2015

Indicators for implementation outcome monitoring of reporting and learning systems in hospitals: an underestimated need for patient safety. May 4, 2022

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Impact of the nurse shortage on hospital patient care: comparative perspectives. July 25, 2007

Unexpectedly long hospital stays as an indicator of risk of unsafe care: an exploratory study. June 25, 2014

Association of unexpected newborn deaths with changes in obstetric and neonatal process of care. January 20, 2021

Factors predictive of intravenous fluid administration errors in Australian surgical care wards. June 22, 2005

Reporting of sentinel events in Swedish hospitals: a comparison of severe adverse events reported by patients and providers. November 9, 2011

A new method to guard inpatient medication safety by the implementation of RFID. July 30, 2008

Changes in cancer detection and false-positive recall in mammography using artificial intelligence: a retrospective, multireader study. March 4, 2020

Health outcomes of deprescribing interventions among older residents in nursing homes: a systematic review and meta-analysis. January 16, 2019

Impact of remote consultations on antibiotic prescribing in primary healthcare: systematic review. December 2, 2020

Why patient safety is such a tough nut to crack. July 6, 2011

Attitudes toward patient safety standards in US dental schools: a pilot study. April 16, 2008

Reducing preventable adverse events in obstetrics by improving interprofessional communication skills--results of an intervention study. March 1, 2023

Predicting avoidable hospital events in Maryland. December 1, 2021

Impact of out-of-hours admission on patient mortality: longitudinal analysis in a tertiary acute hospital. October 25, 2017

Clinical relevance of and risk factors associated with medication administration time errors. July 10, 2013

Emergency department boarding and adverse hospitalization outcomes among patients admitted to a general medical service. June 13, 2018

The relationship between response time and diagnostic accuracy. August 15, 2012

Implementing situation-background-assessment-recommendation in an anaesthetic clinic and subsequent information retention among receivers: a prospective interventional study of postoperative handovers. June 1, 2016

The etiology of diagnostic errors: a controlled trial of System 1 versus System 2 reasoning. January 29, 2014

Sustained decrease in latent safety threats through regular interprofessional in situ simulation training of neonatal emergencies. January 17, 2024

Drug dosing error with drops – severe clinical course of codeine intoxication in twins. November 5, 2008

Characterisations of adverse events detected in a university hospital: a 4-year study using the Global Trigger Tool method. June 18, 2014

Prescription opioid use, misuse, and use disorders in U.S. adults: 2015 National Survey on Drug Use and Health. August 16, 2017

Impact of a clinical decision support system for high-alert medications on the prevention of prescription errors. February 11, 2015

Medication administration errors in nursing homes using an automated medication dispensing system. July 15, 2009

Implementation of checklists in health care; learning from high-reliability organisations. December 7, 2011

Nurses' perception of shift handovers in Europe - results from the European Nurses' Early Exit Study. February 21, 2007

Nurses' work schedule characteristics, nurse staffing, and patient mortality. February 2, 2011

The value of autopsies in the era of high-tech medicine: discrepant findings persist. April 9, 2014

The effect of a checklist on the quality of post-anaesthesia patient handover: a randomized controlled trial. April 3, 2013

Are opioid infusions used inappropriately at end of life? Results from a quality/safety project. July 20, 2022

ED misdiagnosis of cerebrovascular events in the era of modern neuroimaging: a meta-analysis. May 3, 2017

The burden of peri-operative work at night as perceived by anaesthesiologists: an international survey. June 28, 2023

Medical errors in neurosurgery. December 3, 2014

Disrupting diagnostic reasoning: do interruptions, instructions, and experience affect the diagnostic accuracy and response time of residents and emergency physicians? February 18, 2015

Ten principles for more conservative, care-full diagnosis. October 10, 2018

A comprehensive pharmacist intervention to reduce morbidity in patients 80 years or older: a randomized controlled trial. May 20, 2009

Estimating the attributable cost of physician burnout in the United States. June 5, 2019

Injuries before and after diagnosis of cancer: nationwide register based study. October 19, 2016

Increased risk of burnout for physicians and nurses involved in a patient safety incident. June 15, 2016

Unexpected increased mortality after implementation of a commercially sold computerized physician order entry system. December 14, 2005

Association of overlapping surgery with increased risk for complications following hip surgery. December 13, 2017

The impact of a nursing-led intervention bundle with a bedside checklist to reduce mortality during the initial COVID-19 pandemic and implications for future emergencies. May 24, 2023

The surgeon as the second victim? Results of the Boston Intraoperative Adverse Events Surgeons' Attitude (BISA) study. March 22, 2017

Design and impact of a novel surgery-specific second victim peer support program. January 29, 2020

Patient reported receipt of medication instructions for warfarin is associated with reduced risk of serious bleeding events. October 1, 2008

Effect of a comprehensive surgical safety system on patient outcomes. November 24, 2010

Factors associated with workarounds in barcode-assisted medication administration in hospitals. August 26, 2020

Chemotherapeutic errors in hospitalised cancer patients: attributable damage and extra costs. February 1, 2012

Inappropriate medications in elderly ICU survivors: where to intervene? June 29, 2011

Association between workarounds and medication administration errors in bar-code-assisted medication administration in hospitals. April 25, 2018

Evidence-based guidelines for fatigue risk management in emergency medical services. March 14, 2018

Clinical efficacy of combined surgical patient safety system and the World Health Organization's checklists in surgery: a nonrandomized clinical trial. June 3, 2020

A model for the departmental quality management infrastructure within an academic health system. September 28, 2016

Effect of genetic diagnosis on patients with previously undiagnosed disease. November 7, 2018

Adverse drug events caused by three high-risk drug-drug interactions in patients admitted to intensive care units: a multicentre retrospective observational study. October 18, 2023

Using social and behavioural science to support COVID-19 pandemic response. June 3, 2020

The effect of computerised decision support alerts tailored to intensive care on the administration of high-risk drug combinations, and their monitoring: a cluster randomised stepped-wedge trial. February 14, 2024

Seroprevalence of SARS-CoV-2 among frontline health care personnel in a multistate hospital network--13 academic medical centers, April-June 2020. September 23, 2020

Effectiveness of ChatGPT in clinical pharmacy and the role of artificial intelligence in medication therapy management. February 7, 2024

Prospective study of the multisite spread of a medication safety intervention: factors common to hospitals with improved outcomes. February 7, 2024

Potentially inappropriate prescribing in long-term care and its relationship with probable delirium. January 24, 2024

E-prescribing and medication safety in community settings: a rapid scoping review. January 24, 2024

Measurement of ambulatory medication errors in children: a scoping review. December 13, 2023

"ChatGPT, can you help me save my child's life?" - Diagnostic accuracy and supportive capabilities to lay rescuers by ChatGPT in prehospital basic life support and paediatric advanced life support cases - an in-silico analysis. December 6, 2023

Informatics tools in deprescribing and medication optimization in older adults: development and dissemination of VIONE methodology in a high reliability organization. November 15, 2023

Flow of information contributing to medication incidents in home care- an analysis considering incident reporters' perspectives. October 25, 2023

Pediatric Diagnostic Safety: State of the Science and Future Directions. September 13, 2023

Handling polypharmacy--a qualitative study using focus group interviews with older patients, their relatives, and healthcare professionals. September 13, 2023

Value assessment of deprescribing interventions: suggestions for improvement. August 16, 2023

Prescribing errors in children: why they happen and how to prevent them. June 14, 2023

Systematic literature review on the effectiveness and safety of paediatric hospital-at-home care as a substitute for hospital care. May 17, 2023

Family conferences to facilitate deprescribing in older outpatients with frailty and with polypharmacy: the COFRAIL cluster randomized trial. May 10, 2023

Preventing home medication errors. April 12, 2023

Perspectives on Safety

Annual Perspective

A scoping review of non-professional medication practices and medication safety outcomes during public health emergencies. January 25, 2023

Scaling-up a pharmacist-led information technology intervention (PINCER) to reduce hazardous prescribing in general practices: multiple interrupted time series study. January 11, 2023

Reducing potential errors associated with insulin administration: an integrative review. December 14, 2022

Performance of 3 sets of criteria for potentially inappropriate prescribing in older people to identify inadequate drug treatment. December 14, 2022

Potentially inappropriate prescribing for adults living with diabetes mellitus: a scoping review. October 5, 2022

Factors associated with potentially harmful medication prescribing in nursing homes: a scoping review. September 28, 2022

The diagnostic and triage accuracy of digital and online symptom checker tools: a systematic review. August 31, 2022

The potential for leveraging machine learning to filter medication alerts. May 4, 2022

Effectiveness and safety of pulse oximetry in remote patient monitoring of patients with COVID-19: a systematic review. April 20, 2022

Weight-based Medication Errors in Children. February 16, 2022

Medication errors in overweight and obese pediatric patients: a systematic review. February 9, 2022

Identifying health information technology usability issues contributing to medication errors across medication process stages. July 7, 2021

A qualitative study of what care workers do to provide patient safety at home through telecare. June 23, 2021

Patient Safety Network

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IMAGES

  1. (PDF) A Review of Case Study Method in Operations Management Research

    a review of case study method in operations management research

  2. (PDF) Case research in operations management

    a review of case study method in operations management research

  3. (PDF) Revisiting case research in Operations Management

    a review of case study method in operations management research

  4. Table 1 from A Review of Case Study Method in Operations Management

    a review of case study method in operations management research

  5. A Review of Case Study Method in Operations Management Research

    a review of case study method in operations management research

  6. (PDF) A Review of Case Study Method in Operations Management Research

    a review of case study method in operations management research

VIDEO

  1. LPS Global School Noida: A Case Study in Digital Transformation with BrightClass

  2. Day-1 Case Study Method for better Teaching

  3. Operations Research Lecture 12

  4. Case study method#notes #study #psychology

  5. part 5th for production and operations management in unit 1st

  6. part 3rd for production and operations management in unit 1st

COMMENTS

  1. A Review of Case Study Method in Operations Management Research

    This article reviews the case study research in the operations management field. In this regard, the paper's key objective is to represent a general framework to design, develop, and conduct case study research for a future operations management research by critically reviewing relevant literature and offering insights into the use of case method in particular settings.

  2. (PDF) A Review of Case Study Method in Operations Management Research

    We adopted a case study research method. Different authors have highlighted the criticality of conducting case study research in the operations and supply chain management domain (Dohale et al ...

  3. A Review of Case Study Method in Operations Management Research

    DOI: 10.1177/16094069211010088 Corpus ID: 234876706; A Review of Case Study Method in Operations Management Research @article{SadeghiMoghadam2021ARO, title={A Review of Case Study Method in Operations Management Research}, author={Mohammad Reza Sadeghi Moghadam and Narjes Ghasemnia Arabi and Gholamreza Khoshsima}, journal={International Journal of Qualitative Methods}, year={2021}, volume={20 ...

  4. Effective case research in operations management: a process perspective

    This study aims to identify the potential areas in case-based M&A research that can be studied using case-study research method. The review focuses on case-based M&A research articles published ...

  5. Conducting case study research in operations management

    Case study research is a primary means of exploring field conditions but is an unfamiliar methodology for many in OM. Moreover, the case study method is viewed with scepticism by those who consider it to be a weak form of research, one that lacks rigor and objectivity. Here, we offer an introduction to the case study method for OM researchers ...

  6. Qualitative case studies in operations management: Trends, research

    Our study examines the state of qualitative case studies in operations management. Five main operations management journals are included for their impact on the field. ... It captures the state of the scarce literature for undertaking deductive-based case study research. (3) It provides a review of the current state (1992-2007) of qualitative ...

  7. Effective case research in operations management: a ...

    A five step case-based research and dissemination process is presented. Guidance is given to future researchers for each step in the process. In addition, areas of weakness are examined and discussed in detail. Future potential research questions in operations management considered to be appropriate for the case-based method are highlighted.

  8. Conducting case study research in operations management

    Abstract. Recently, there have been numerous calls for more empirical field-based research to be conducted in operations management (OM). Knowledge of how operations systems work can be enhanced significantly through contact with the "real-world" conditions that OM models seek to describe. Case study research is a primary means of exploring ...

  9. A Review of Case Study Method in Operations Management Research

    Abstract: The purpose of this paper is to present an action research (AR) study of the Sales and Operations Planning (S&OP) implementation in a mid-sized automotive components company located in Brazil. This study provides a detailed empirical exploration of the S&OP implementation steps, challenges and results obtained in the researched context.

  10. Effective case research in operations management: a process perspective

    A five step case-based research and dissemination process is presented. Guidance is given to future researchers for each step in the process. In addition, areas of weakness are examined and discussed in detail. Future potential research questions in operations management considered to be appropriate for the case-based method are highlighted.

  11. A Review of Case Study Method in Operations Management Research

    DOI: 10.1177/16094069211010088 Corpus ID: 234876706; A Review of Case Study Method in Operations Management Research @article{SadeghiMoghadam2021ARO, title={A Review of Case Study Method in Operations Management Research}, author={Mohammad Reza Sadeghi Moghadam and Narjes Ghasemnia Arabi and Gholamreza Khoshsima}, journal={International Journal of Qualitative Methods}, year={2021}, volume={20} }

  12. Case research in operations management

    Abstract. This paper reviews the use of case study research in operations management for theory development and testing. It draws on the literature on case research in a number of disciplines and uses examples drawn from operations management research. It provides guidelines and a roadmap for operations management researchers wishing to design ...

  13. Qualitative case studies in operations management: Trends, research

    Five main operations management journals are included for their impact on the field. They are in alphabetical order: Decision Sciences, International Journal of Operations and Production Management, Journal of Operations Management, Management Science, and Production and Operations Management. The qualitative case studies chosen were published ...

  14. PDF Qualitative Case Studies in Operations Management: Trends, Research

    Management Science (MS),andProduction and Operations Management (POM).1 (4) It provides a review of theoretical contributions made by the use of qualitative case studies and identifies subsequent

  15. A Review of Case Study Method in Operations Management Research

    This article reviews the case study research in the operations management field. In this regard, the paper's key objective is to represent a general framework to design, develop, and conduct case study research for a future operations management research by critically reviewing relevant literature and offering insights into the use of case method in particular settings.

  16. [PDF] Effective case research in operations management: a process

    The case study approach in operations management research. Senevi B. Kiridena A. Fitzgerald. Business. 2006. This paper explores qualitative research in general and the case study approach in particular as used in Operations Management (OM) theory-building research. It discusses the relative strengths and….

  17. A Review of Case Study Method in Operations Management Research

    Abstract. Read online. This article reviews the case study research in the operations management field. In this regard, the paper's key objective is to represent a general framework to design, develop, and conduct case study research for a future operations management research by critically reviewing relevant literature and offering insights into the use of case method in particular settings.

  18. Home

    Operations Management Research focuses on rapidly publishing high-quality, peer-reviewed research that enhances the theory and practice of operations management across a wide range of topics and research paradigms.. Presents research that advances both theory and practice of operations management. Includes all aspects of operations management, from manufacturing and supply chain to health care ...

  19. Conducting case study research in operations management

    Abstract. Recently, there have been numerous calls for more empirical field-based research to be conducted in operations management (OM). Knowledge of how operations systems work can be enhanced significantly through contact with the "real-world" conditions that OM models seek to describe. Case study research is a primary means of exploring ...

  20. Thirteen years of Operations Management Research (OMR ...

    The journal of Operations Management Research (OMR) is a rigorous journal that started its publication in 2008. It publishes short, focused research studies that advance both the theory and practice of operations management. Considering the relevant OMR's contribution to the field of Operations Management in the last years, this study provides an overall assessment of the journal performance ...

  21. Driving change: a case study of a DNP leader in residence program in a

    The purpose of this paper is to present a case study of the development and implementation of the Leader in Residence program, followed by suggested evaluation strategies, and discussion of future innovation of leadership opportunities in non-traditional health care settings.Development of the DNP Leader in Residence ProgramThe Plan-Do-Study ...

  22. A Review of Case Study Method in Operations Management Research

    This study represents a general structure to guide, design, and fulfill a case study research with categorized steps necessary for researchers to use in their research. This article reviews the case study research in the operations management field. In this regard, the paper's key objective is to represent a general framework to design, develop, and conduct case study research for a future ...

  23. The Role of the Workforce System in Addressing the Opioid Crisis: A

    This literature review describes findings from studies on various employment and training interventions to 1) assist individuals in recovery, 2) provide assistance to employers preventing opioid use disorder and creating a recovery-friendly workplace, and 3) develop the health care workforce to address the opioid crisis. The review was developed as part of an implementation evaluation of six ...

  24. Effective case research in operations management: a ...

    A five step case-based research and dissemination process is presented. Guidance is given to future researchers for each step in the process. In addition, areas of weakness are examined and discussed in detail. Future potential research questions in operations management considered to be appropriate for the case-based method are highlighted.

  25. Machine learning in medication prescription: a systematic review

    Pediatric medication management, in particular, requires precise dosing based on a wide range of variables including age, weight, and metabolism. This review sought to evaluate existing machine learning algorithms for medication dosing to determine which algorithms may perform best for children. Algorithms based on regression methods or decision trees performed best, but, because only 1 of the ...