Keeping up with growing complexity of managing global operations

Abstract

PurposeThe purpose of this paper is to argue that operations management (OM) scholars ought to be among the thought leaders in research into the design and management of global production networks, but too few of them currently are. It suggests possible reasons for what is holding them back and calls for ideas for removing the obstacles.Design/methodology/approachThis paper is a viewpoint. Nevertheless, it reports results of an indicative survey and uses example cases to illustrate and support its arguments.FindingsThe survey confirms the conclusions from previous studies that the number of publications specifically in leading OM journals focusing on management of global operations is small. Relatively high levels of detail and dynamic complexity and hysteresis of variables affecting the management of global operations are identified as the major hurdles. Applying analytical modeling, a popular research methodology among OM scholars, may be of limited use as it mandates making too many simplifying assumptions. Empirical research is also difficult because it is time consuming and requires access to often sensitive data and may require longitudinal studies. These are tough problems with no clear solutions.Originality/valueThe paper urges OM scholars to take on the broad and strategic problems in management of global operations. That would not only change how the OM discipline is viewed, but it would also benefit the firm, the economy, and the society.