How relevant is OM research to managerial practice? An empirical study of top executives' perceptions

Abstract

Purpose

Thus far, no study collects evidence from practitioners directly to investigate the characteristics of operations management (OM) research that appears to have impacts on OM practice, nor do we know how practitioners evaluate the managerial relevance of OM research. This paper aims to answer two interesting and important questions: how do practitioners judge the managerial relevance of OM research; and whether practitioners' criteria on managerial relevance can help OM researchers improve the relevance?

Design/methodology/approach

A panel of senior executives was asked to read the top 10 most downloaded papers from the Journal of Operations Management and fill the designed questionnaire. Following Cronbach's cumulative theory‐building process through which progress is made by successively testing the efficacy of the measures, this research examined the diverse disciplines, consolidated relevant findings, and integrated them into a tractable, meaningful research framework.

Findings

This paper reveals that practitioners evaluate our OM research by three criteria: whether academic research is applicable or implementable (solution oriented), whether academic research provides novel insights or new perspectives to management (eye opening), and whether academic research helps practitioners recognize their situations (accessibility).

Originality/value

While the awareness of managerial relevance in OM research has been growing, few systematic, quantitative‐oriented empirical studies of practitioners' attitude toward academic OM research exist in current literature. This paper directly explores practitioners' opinions on managerial relevance through quantitative analysis and identified several possible dimensions to pursue managerial relevance in OM research.

Citation

de‐Margerie, V. and Jiang, B. (2011), "How relevant is OM research to managerial practice? An empirical study of top executives' perceptions", International Journal of Operations & Production Management, Vol. 31 No. 2, pp. 124-147. https://doi.org/10.1108/01443571111104737