Empirical science: new frontier in operations management research

Article Abstract:

This article identifies a methodological void in operations management (OM) research as the lack of empirical theory building. It addresses two questions: What is empirical science? and How can empirical theory building be nurtured in the area? The rationale for theory building in this article is derived from the classical empirical science perspective. Further, an empirically sound model OM theory is identified and evaluated, and selected theorylike statements and informal 'theories' embedded in the OM literature are classified into an accepted classification scheme made up of grand theories, middle range theories, and empirical generalizations. (Reprinted by permission of the publisher.)

Operations research, Research, Management science, Models, Management research, Empiricism

---

Executives sometimes lose it, just like the rest of us

Article Abstract:

Ganster suggests that the integration of ideas like diverse body of literature from strategy, organization theory, and organizational behavior are incomplete and hence an executive can lose. Ganster's key points to clarify the executive job construct are presented and the range of possible research questions is expanded, that gives a more complete integration of ideas from the macro and micro spheres of organizational science.

Behavior, Bureaucracy, Executives, Organization theory

---

Similar abstracts:

• Abstracts: Management accounting problems in China. Does internal auditing improve managerial performance? Change the environment or change the system
• Abstracts: Freezing the master production schedule under rolling planning horizons
• Abstracts: Towards a market imperfections theory of organizational structure in developing countries. part 2 Strategic apex configurations in state-owned enterprises
• Abstracts: Social cognitive theory of organizational management. Configurational and coactivational views of organizational structure

This website is not affiliated with document authors or copyright owners. This page is provided for informational purposes only. Unintentional errors are possible.