Humanitarian Operations: A World of Opportunity for Relevant and Impactful Research

Published Online:https://doi.org/10.1287/msom.2019.0799

References

  • Altay N, Green WG (2006) OR/MS research in disaster operations management. Eur. J. Oper. Res. 175(1):475–493.CrossrefGoogle Scholar
  • Besiou M, Van Wassenhove LN (2015) Addressing the challenge of modeling for decision-making in socially responsible operations. Production Oper. Management 24(9):1390–1401.Google Scholar
  • Besiou M, Pedraza-Martinez AJ, Van Wassenhove LN (2018) OR applied to humanitarian operations. Eur. J. Oper. Res. 269(2):397–405.CrossrefGoogle Scholar
  • Besiou M, Stapleton O, Van Wassenhove LN (2011) System dynamics for humanitarian operations. J. Humanitarian Logistics Supply Chain Management 1(1):78–103.CrossrefGoogle Scholar
  • Cahill S (2018) Logistics cluster. Lecture, Coordination and Partnerships in the ESM Program, December 14, Kuehne Logistics University, Hamburg, Germany.Google Scholar
  • Corbett C, Van Wassenhove LN (1993) The natural drift: What happened to operations research? Oper. Res. 41(4):625–640.LinkGoogle Scholar
  • Dai Y, Feng T, Tang CS, Wu X, Zhang F (2019) Twenty Years in the making: The evolution of the journal of Manufacturing & Service Operations Management. Manufacturing Service Oper. Management, ePub ahead of print July 17, https://doi.org/10.1287/msom.2019.0791.Google Scholar
  • de Vries H, Van Wassenhove LN (2017) Evidence-based vehicle planning for humanitarian field operations. Working Paper No. 2017/62/TOM/Social Innovation Centre, INSEAD, Fontainebleau, France.Google Scholar
  • Gallien J, Graves SC, Scheller-Wolf A (2016) OM forum—practice-based research in operations management: What it is, why do it, related challenges, and how to overcome them. Manufacturing Service Oper. Management 18(1):5–14.Google Scholar
  • Gralla E, Goentzel J, Fine C (2014) Assessing trade-offs among multiple objectives for humanitarian aid delivery using expert preferences. Production Oper. Management 23(6):978–989.CrossrefGoogle Scholar
  • Guerrero Pat CM (2016) Humanitarian supply chain assessment from an SAP perspective. MSc thesis, Kühne Logistics University, Hamburg, Germany.Google Scholar
  • Guide VD, Van Wassenhove LN (2007) Dancing with the devil: Partnering with industry but publishing in academia. Decision Sci. 38(4):531–546.CrossrefGoogle Scholar
  • Heaslip G, Kovács G, Haavisto I (2018) Cash-based response in relief: The impact for humanitarian logistics. J. Humanitarian Logistics Supply Chain Management 8(1):87–106.CrossrefGoogle Scholar
  • HELP Logistics AG, Kuehne Logistics University, the International Federation of Red Cross and Red Crescent Societies, the Philippine Red Cross (2018) Supply chain expenditure and preparedness investment opportunities. Report, International Federation of Red Cross And Red Crescent Societies, Switzerland.Google Scholar
  • Holguín-Veras J, Pérez N, Jaller M, Van Wassenhove LN, Aros-Vera F (2013) On the appropriate objective function for post-disaster humanitarian logistics models. J. Oper. Management 31(5):262–280.CrossrefGoogle Scholar
  • Holmström J, Ketokivi M, Hameri AP (2009) Bridging practice and theory: A design science approach. Decision Sci. 40(1):65–87.CrossrefGoogle Scholar
  • Jabbour CJC, Sobreiro VA, de Sousa Jabbour ABL, de Souza Campos LM, Mariano EB, Renwick DWS (2017) An analysis of the literature on humanitarian logistics and supply chain management: Paving the way for future studies. Ann. Oper. Res., 1–19.Google Scholar
  • Kovács G, Moshtari M (2019) A roadmap for higher research quality in humanitarian operations: A methodological perspective. Eur. J. Oper. Res. 276(2):395–408.CrossrefGoogle Scholar
  • Kunz N, Van Wassenhove LN (2019) Fleet sizing for UNHCR country offices. J. Oper. Management 65(3):282–307.CrossrefGoogle Scholar
  • Kunz N, Van Wassenhove LN, Besiou M, Hambye C, Kovács G (2017) Relevance of humanitarian logistics research: Best practices and way forward. Internat. J. Oper. Production Management 37(11):1585–1599.CrossrefGoogle Scholar
  • Lee HL, Tang CS (2018) Socially and environmentally responsible value chain innovations: New operations management research opportunities. Management Sci. 64(3):983–996.LinkGoogle Scholar
  • Lewin R, Besiou M, Lamarche JB, Cahill S, Guerrero-Garcia S (2018) Delivering in a moving world…looking to our supply chains to meet the increasing scale, cost and complexity of humanitarian needs. J. Humanitarian Logistics Supply Chain Management 8(4):518–532.CrossrefGoogle Scholar
  • Marder J (2018) Doctors without borders: Who we are and what we do. Presentation, career event, February 18, Kuehne Logistics University, Hamburg, Germany.Google Scholar
  • Pedraza-Martinez AJ, Van Wassenhove LN (2016) Empirically grounded research in humanitarian operations management: The way forward. J. Oper. Management 45(1):1–10.CrossrefGoogle Scholar
  • Singhal K, Singhal J (2012) Imperatives of the science of operations and supply chain management. J. Oper. Management 30(3):237–244.CrossrefGoogle Scholar
  • Sodhi M (2016) Natural disasters, the economy and population vulnerability as a vicious cycle with exogenous hazards. J. Oper. Management 45(1):101–113.CrossrefGoogle Scholar
  • Sodhi MS, Tang CS (2008) The OR/MS ecosystem: Strengths, weaknesses, opportunities, and threats. Oper. Res. 56(2):267–277.LinkGoogle Scholar
  • Starr M, Van Wassenhove LN (2014) Introduction to the special issue on humanitarian operations and crisis management. Production Oper. Management 23(6):925–937.CrossrefGoogle Scholar
  • Tang CS (2015) The past, present, and future of manufacturing & service operations management. Manufacturing Service Oper. Management 17(1):1–3.LinkGoogle Scholar
  • Tang CS (2017) OM forum—Three simple approaches for young scholars to identify relevant and novel research topics in operations management. Manufacturing Service Oper. Management 19(3):338–346.Google Scholar
  • Tomasini R, Van Wassenhove LN (2009) Humanitarian Logistics (Palgrave Macmillan, Basingstoke, UK).CrossrefGoogle Scholar
  • van Aken J, Romme AGL (2012) A design science approach to evidence-based management. Rousseau D, ed. The Oxford Handbook of Evidence-Based Management (Oxford University Press, Oxford, UK), 43–57.Google Scholar
  • Van Wassenhove LN (2006) Humanitarian aid logistics: Supply chain management in high gear. J. Oper. Res. Soc. 57(5):475–489.CrossrefGoogle Scholar
  • Van Wassenhove LN (2019) Sustainable innovation: Pushing the boundaries of traditional operations management. Production Oper. Management, ePub ahead of print, October 4, https://doi.org/10.1111/poms.13114.CrossrefGoogle Scholar
  • Van Wassenhove LN, Besiou M (2013) Complex problems with multiple stakeholders: How to bridge the gap between reality and OR/MS? J. Bus. Econom. 83(1):87–97.CrossrefGoogle Scholar
  • Van Wassenhove LN, Pedraza-Martinez AJ (2012) Using OR to adapt supply chain management best practices to humanitarian logistics. Internat. Trans. Oper. Res. 19(1-2):307–322.CrossrefGoogle Scholar
  • Zinn W, Goldsby TJ (2017) The role of academic research in supply chain practice: How much are we contributing? J. Bus. Logistics 38(4):236–237.CrossrefGoogle Scholar
INFORMS site uses cookies to store information on your computer. Some are essential to make our site work; Others help us improve the user experience. By using this site, you consent to the placement of these cookies. Please read our Privacy Statement to learn more.