Practitioners and academics alike have argued that a firm's interest in its short-term capital market valuation (short-termism) is harmful to the firm's long-term profit. Their argument is intuitive -- when a firm exhibits short-termism, its decision making will cater to the short-term at the...

We analyze a signaling game between the manager of a firm and an investor in the firm. The manager has private information about the firm's demand and cares about the short-term stock price assigned by the investor. Previous research has shown that under continuous decision choices and the...

High impact / low probability supply chain disruptions represent a major challenge for firms. Such disruptions represent a classic bottleneck shifting problem. When the firm can backlog some portion of its unmet customer orders, its disruption exposure is driven by (i) lost demand in the...

We offer a new network perspective on one of the central topics in Operations Management -- the bullwhip effect (BWE). The topic has both practical and scholarly implications. We start with an observation: the variability of orders placed to suppliers is larger than the variability of sales to...

Cash flow variability is driven by operational decisions and has implications for operating performance and valuation. Despite this, and the early influence that operations management had on cash flow management, the prevailing approach to managing cash flow variability is through external...