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In the 1980 inaugural issue of the Journal of Operations Management, Powell and Johnson stressed the need to introduce behavioral factors into research models of operational processes and performance. More recently Hopp's 2004 article on the 50th anniversary of Management Science has issued a similar call, emphasizing that understanding the nature of a firm's operations ''does not just require a theory of human motivation and a theory of material flow; it also requires a means for describing the interaction between the two.'' In recent years there has been a growing interest in the introduction of behavioral theory as a key element of empirical models of operational dynamics and performance. The implications suspected through the joint consideration of such theories lay not only in the evaluation of new models designed to capture a changing global economy, but also in reassessing the validity of existing models that have come to be recognized as foundations and sources of fundamental assumptions in operations management.
Researchers interested in full potential of these implications are fortunate to have an available resource in the Journal of Operations Management, which has established a reputation for the willingness to pursue non-traditional topics in operations management. More specifically, it has been the stage for many of the advances in the integration of behavioral and operational theory. Featured work has ranged from studies of the role of motivation in quality management to the situational sensitivity of line-worker productivity. These have provided notable illustrations of the importance of behavioral theories and have helped us rethink the existing assumptions on which operating decisions are typically based.
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