Communications of the ACM - Services science
A research manifesto for services science
Communications of the ACM - Services science
Understanding service sector innovation
Communications of the ACM - Services science
What academic research tells us about service
Communications of the ACM - Services science
Semantics to energize the full services spectrum
Communications of the ACM - Services science
Resource planning for business services
Communications of the ACM - Services science
Communications of the ACM - Services science
The evolution and discovery of services science in business schools
Communications of the ACM - Services science
Service systems, service scientists, SSME, and innovation
Communications of the ACM - Services science
The Clarion Call for modern services: China, Japan, Europe, and the U.S.
Communications of the ACM - Services science
Operations Systems with Discretionary Task Completion
Management Science
Extending the Horizons: Environmental Excellence as Key to Improving Operations
Manufacturing & Service Operations Management
Anchor Selection and Group Dynamics in Newsvendor Decisions---A Note
Decision Analysis
The Influence of Psychological Safety and Confidence in Knowledge on Employee Knowledge Sharing
Manufacturing & Service Operations Management
Manufacturing & Service Operations Management
Human factors of knowledge-sharing intention among taiwanese enterprises: A model of hypotheses
Human Factors in Ergonomics & Manufacturing
Human factors of knowledge sharing intention among taiwanese enterprises: a preliminary study
Human Factors in Ergonomics & Manufacturing
Manufacturing & Service Operations Management
Manufacturing & Service Operations Management
Computers and Industrial Engineering
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Operations management (OM) and human resources management (HRM) historically have been very separate fields. In practice, operations managers and human resource managers interact primarily on administrative issues regarding payroll and other matters. In academia, the two subjects are studied by separate communities of scholars publishing in disjoint sets of journals, drawing on mostly separate disciplinary foundations. Yet, operations and human resources are intimately related at a fundamental level. Operations are the context that often explains or moderates the effects of human resource activities such as pay, training, communications, and staffing. Human responses to OM systems often explain variations or anomalies that would otherwise be treated as randomness or error variance in traditional operations research models. In this paper, we probe the interface between operations and human resources by examining how human considerations affect classical OM results and how operational considerations affect classical HRM results. We then propose a unifying framework for identifying new research opportunities at the intersection of the two fields.