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INFORMS Journal Highlights from December 2017
AUTHOR SPOTLIGHT
SUJIN JANG
“I grew up moving back and forth between South Korea and the United States. Perhaps because of this, I’ve always been fascinated with what happens at the intersection of different cultures. More specifically, I stumbled upon the topic of cultural brokerage while interviewing executives and managers about their experience working in culturally diverse settings. I realized that navigating cross-cultural settings is an interactive process, with certain individuals taking on the role of a cultural broker based on their previous cultural experience. Hearing the stories of various individuals who had engaged in—or been the recipient of—cultural brokerage, and trying to better understand their experience, was what initially led me to study this topic.”More by this Author
Caught Between a Clock and a Hard Place: Temporal Ambivalence and Time (Mis)management in Teams
Packing Feedback Arc Sets in Tournaments Exactly
Bounding Residence Times for Atomic Dynamic Routings
Atomic Dynamic Flow Games: Adaptive vs. Nonadaptive Agents
Winning by Learning? Effect of Knowledge Sharing in Crowdsourcing Contests
Winner, Best Dissertation Proposal Contest, College on Organization Science, 2013.
Shane Henderson
Stochastic Systems
“Blood supply and demand is complex. Even ignoring the fact that there are multiple blood types, the use of blood and the donation of blood are complicated processes. Bar-Lev, Boxma, Mathijsen, and Perry develop a high-level stochastic model for tracking the backlog or inventory of a single blood type. The model suppresses the fine detail of blood supply and captures the fact that not only is donated blood perishable, but so is demand due to the dynamics of how patients are treated. In special cases the model is very tractable. The model is also studied in various limiting regimes, giving rise to simpler fluid and diffusion models, about which much is known. The model could prove useful in studying various interventions and/or control policies for the blood supply.”
A Blood Bank Model with Perishable Blood and Demand Impatience
Shaul K. Bar-Lev, Onno Boxma, Britt Mathijsen, and David Perry
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New Articles
Introduction to the Special Issue on Decision Analysis and Social Media
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Appreciation to Referees, 2017
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INFORMS MEETING CALENDAR
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Editorial Board
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Turner Optimizes the Allocation of Audience Deficiency Units
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A Practitioner’s Guide to Best Practices in Data Visualization
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Near-Optimal Course Scheduling at the Technion
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Book Reviews
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Reviewers 2017
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INFORMS MEETING CALENDAR
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Research Spotlights
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155,230
Article Downloads
Call for Papers—Special Issue of Information Systems Research Fintech – Innovating the Financial Industry Through Emerging Information Technologies
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Editorial—Big Data, Data Science, and Analytics: The Opportunity and Challenge for IS Research
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Changing Their Tune: How Consumers’ Adoption of Online Streaming Affects Music Consumption and Discovery
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Applications of Operations Research in the Air Transport Industry
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Using Mathematics to Solve Some Problems in Industry
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Fostering Public Good Contributions with Symbolic Awards: A Large-Scale Natural Field Experiment at Wikipedia
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JOURNAL SPOTLIGHT
Management Science
Editor-in-Chief: David Simchi-Levi
Impact Factor: 2.822
5-year Impact Factor: 4.131
Impact Factor: 2.822
5-year Impact Factor: 4.131
Reengineering Management Science for a Sharper Focus and Broader Appeal
“Management Science is a scholarly journal that publishes scientific research on the practice of management. Therefore, papers published in Management Science should deal with issues and problems important to managers and executives; they must be interesting to a wide range of people in the management science community; and they should have the potential to impact management practice.
From my perspective as the editor, these publication guidelines, together with the responsibility associated with being a flagship journal of INFORMS, call for reengineering of the journal. This includes both revamping the major departments, topics and methodologies considered by the journal as well as introducing a new submission format that enables the most innovative and impactful papers to be disseminated in a timely manner.
Specifically, revamping departments, topics and methodologies includes the introduction of three new departments (Big Data Analytics; Revenue Management and Market Analytics; and Healthcare Management); the repositioning of some existing departments (Finance and Entrepreneurship & Innovation); the integration of three departments (Decision Analysis, Behavioral Economics, and Judgment and Decision Making); and the embracement of diverse methodologies (from social science to computer science, operations research and statistics) and cross-functional, multidisciplinary research that reflect the management science profession.
Finally, in addition to publishing papers that follow the traditional journal process, Management Science will also consider shorter papers with high-quality, original and high-impact research that is of broader interest, analogous to what may appear in Science, Nature, or PNAS, and to what appeared more frequently in Management Science in its first decades. Such papers will undergo faster review, with initial decisions being returned to the authors within no more than four weeks.
Taken together, the reengineering of Management Science is designed to provide a sharper focus that is relevant to the management science community and emphasizes the science and practice of management.”