Browsing by Author "Kenworthy, Thomas P."
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- ItemOpen AccessAn analysis of innovation in oil & gas projects(Sage Journals, 2018-08-22) Rahimi, Mahmood; Kenworthy, Thomas P.; Balakrishnan, JaydeepWe examine the effects of predictors from the firm, project, and individual levels on innovative behavior within oil and gas projects. The theory and propositions tested in this study stem from extant work on (1) innovation in poor performance conditions and (2) the availability of slack resources. The research findings revealed that innovative behaviors were present regardless of size, type, and project performance level. Further, it appears that the relationship between slack and innovation depends on when the innovation is introduced (i.e., when project performance is ahead of, or behind, a plan). Finally, the existence of innovation in (1) under-performing projects did not appear to exert any influence on project outcome, and (2) over-performing projects appeared to exert a negative influence on project outcome.
- ItemOpen AccessGlobalization and Focus in FT-50 OSCM Journals, 1952-2018: Implications for Academia(IUP Publications, 2021-11) Balakrishnan, Jaydeep; Kenworthy, Thomas P.; Cheng, Chun H.; Eliasson, Janice B.The study analysis enhances our understanding of the nature of Operations and Supply Chain Management (OSCM) authorship, scholarship globalization, international collaboration activity, research topics and trends, and research funding. Thus the authors expect the findings to be relevant to a variety of stakeholders including doctoral students, junior faculty, promotion and tenure committees, and business school administrators. For example, it has to be recognized that emphasizing publications in only the journals examined in this paper can be a risky strategy for those faculty in tenure track positions. Further it must be recognized that this strategy can be resource intensive for business schools.
- ItemOpen AccessTheory Usage in Empirical Operations Management Research: A Review and Discussion(Emerald Group Publishing Limited, 2016-09-05) Kenworthy, Thomas P.; Balakrishnan, JaydeepPurpose: The purpose of this paper is to analyze more than three decades of theory testing published in leading operations management (OM) journals. Design/methodology/approach. This piece examines the amount of theory testing, the extent to which theories are tested multiple times, and the disciplinary origins of the theories that are tested. Findings: The analysis revealed that empirical OM researchers have increasingly responded to demands for more theory-driven knowledge over time. OM researchers are developing and using a wide array of domestic theories to understand empirical data. The examination also revealed a substantial focus on theory borrowed from other scientific fields. Originality/value: The findings here suggest that OM is clearly a maturing discipline. As the discipline matures, it is important to consider to what extent borrowed theories and frameworks can offer value to OM. A preliminary vetting model is advanced in order to critically assess foreign theory. It is hoped that future screening promotes only the most useful non-domestic theory, thereby ensuring sufficient journal space for domestic theory and resulting in effective solutions to the pressing, practical problems of the OM field.