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Evidence based practices in Operations and Strategic Sourcing

Special issue call for papers from Journal of Global Operations and Strategic Sourcing

Evidence based practices in Operations and Strategic Sourcing

Special issue call for papers from Journal of Global Operations & Strategic Sourcing
Submission deadline: May 31, 2019

Guest Editors:

Satyendra Kr Sharma, Assistant Professor of Operations & Supply Chain Management, Birla Institute of Technology & Science, Email: [email protected]
Anil Bhat, Professor of   Marketing and Marketing Research, Birla Institute of Technology & Science, Email: [email protected]


Dr Gordon Guyatt, a young McMasters University residency coordinator in internal medicine, encouraged a new method of teaching medicine which he termed as “Scientific Medicine”. Dr Guyatt’s critical methodology expressed that current clinical decisions were less than scientific. He described the core curriculum of the residency program as “Evidence-Based Medicine” (EBM); the idea that decisions in medical care should be based on the latest and best knowledge of what actually works. It is the spirit of critical methodology from the field of medicine that has propelled the imagination of some academicians and practitioners of management in all fields, and they want to make evidence-based management (EBMgt) mainstream for making effective managerial decisions (Rowley, 2012; Tourish, 2013). Managers often make decisions that are not based on the current best evidence of what may work, as even experienced executives may sometimes ignore  new evidence because they trust their past experience much more than research. Executives place more weightage to their personal observation  that cannot be generalized, they somehow strongly feel that information acquired first-hand is far richer in comparison to inferences from a journal article. Lots of managers, likewise, get their companies into trouble by importing, without sufficient thought, performance management and measurement practices from their past experience. EBMgt involves decision-making through a systematic, controlled and critical use of the best evidence that is available from multiple sources and by triangulating this evidence to arrive at a decision. By doing so, the managers increase the probability of making an effective decision. Modelling at its simplest means thinking structurally about decision problems to make informed management decisions. EBMgt enhances the effectiveness through well-informed decisions based on reliable evidence from varied sources. This special issue of the Journal of Journal of Global Operations and Strategic Sourcing seeks to draw attention to the new movements in the field of operations management and strategic sourcing such as big data, business analytics, reverse innovation, business models and social media. A great deal of scientific research has been carried out involving issues relevant to management practices. We propose that EBMgt means making decisions based on the best accessible facts, that is scientific findings and unbiased organizational facts, which are based on critical thinking and best available contemporary and optimal evidence, to explicitly use them in management and decision-making processes (Rousseau, 2006). Based on this premise, we  research articles from diverse fields of operations management and strategic sourcing  exhibiting how EBMgt can inform decision-making and enhance organizational performance.
The basic idea of evidence-based practice is that good-quality decisions should be based on a combination of critical thinking and the best available evidence. Although all management practitioners use evidence in their decisions, many pay little attention to the quality of that evidence (Vejvar, et al. 2018). The result is bad decisions based on unfounded beliefs, fads and ideas popularized by management gurus. The bottom line is bad decisions, poor outcomes, and limited understanding of why things go wrong. Recently researchers have started working on Evidence based practices in operations. How evidence based practices in operations enhances decision making process in organization would be an area researchers are looking for. The proposed special issue definitely attract good research and citation.

We would be seeking papers on evidence based practices and data driven decision making in operations management and strategic sourcing on following sub-themes:

  • Business process analysis and their design
  • Facility location and facility layout
  •  Inventory management Scheduling
  • New product development decisions
  • New role of procurement in corporates
  • Sourcing practices Information technology and sourcing
  • Supply chain management implementation issues: Learning from evidences
  • Risk management models in sourcing

Submission Info

All submissions to be made via Scholar One

Authors can view the editorial policies and guidelines here.


Rousseau, D.M. (2006), “Is there such a thing as ‘evidence-based management’?”, Academy of Management Review, Vol. 31 No. 2, pp. 256-269.
Rowley, J. (2012), “Evidence based marketing”, International Journal of Market Research, Vol. 54 No. 4, pp. 521-541
Tourish, D. (2013), “Evidence based management’, or ‘evidence oriented organizing’? A critical realist perspective”, Organization, Vol. 20 No. 2, pp. 173-192
Vejvar, M., Lai, K. H., Lo, C. K., & Fürst, E. W. (2018). Strategic responses to institutional forces pressuring sustainability practice adoption: Case-based evidence from inland port operations. Transportation Research Part D: Transport and Environment, 61, 274-288.