Call for papers
Abstract Submission Deadline
Wednesday 26 January 2022
Abstracts are limited to 1000 words.
Friday 18 February 2022
After a double-blind review process, you will be notified of acceptance/rejection.
Full Paper Submission Deadline
Sunday 8 May 2022
If your abstract is accepted, you will be invited to submit a full paper. A template is available below.
Special Session Proposal Deadline
Friday 29 April 2022
To propose a special session (panel or workshop) please contact Anthony Alexander.
It has certainly been an interesting few years for operations and supply chain academics and practitioners. If the global pandemic wasn’t enough, natural disasters, geopolitical disputes (the US-China Trade War, Brexit), labour shortages, port closures, and mass stock outages have affected every aspect of our daily lives. The media has proclaimed that the world is the midst of a “supply chain crisis” with no end in sight. As operations and supply chain managers and scholars, we are well placed to answer the call to help businesses, policy makers and the third sector build resilience to today’s disruptions and achieve a sustainable future.
The theme of the 2022 EurOMA conference in Berlin, Germany is:
“Brilliance in resilience: operations and supply chain management’s role in achieving a sustainable future.”
We are excited to announce that the conference will be held In Person at the Estrel Conference Centre Hotel in Berlin.
Authors are invited to submit a 1000 word abstract by Wednesday 26 January 2022, which will undergo a double-blind review.
Authors of accepted abstracts will be required to prepare a final paper (10 pages maximum length) for oral presentation at the conference. Inclusion of the final paper in the conference programme is subject to at least one author having registered by Tuesday 24 May 2022 to attend the conference.
Abstracts are limited to 1000 words (everything included: the title, keywords, topic(s), word count, main subject text, tables, figures and references). An abstract exceeding the specified limit may not be included in the review process. Please specify the word count on the abstract.
Authors should also indicate the topic(s) that relate(s) most closely to the focus of the abstract. A list of topics is provided below.
No author information should appear on any page of the abstract, as abstracts will be double-blind reviewed. If you submit an abstract that contains any information identifying you or a co-author, the abstract may be removed from the system, and you will be invited to resubmit.
The abstract main text should have the following structure:
Purpose: Theoretical background, managerial problem and research questions, objectives and/or hypotheses.
Design/methodology/approach: How are the objectives achieved? Describe the main data and data sources as well as methods of data collection, analysis and validation.
Findings: Presentation and discussion of achieved or expected results.
Relevance/contribution: Highlight achieved or expected contribution to the theory, practice, methodology or teaching of OM.
Abstracts will be evaluated through a double-blind review process and authors will be notified of acceptance / conditional acceptance / rejection on/shortly after Friday 18 February 2022. The notification will include feedback to author(s). The decisions of the Conference Co-chairs are final.
Abstracts will be accepted for review on the understanding that the submitted manuscript is an original work and has not been copyrighted, published, or accepted for presentation at any other conference.
As we expect a higher than usual number of submissions, please note that we appeal to contributing authors to take part in the review process.
Full Paper Submission
If your abstract is accepted to the conference, you will be invited to submit your full paper. The deadline for submission has been extended to Sunday 8 May 2022, 23:59 BST.
A paper template for submissions is available here. An instructional guide on how to upload your final submission to the system is available here.
When submitting, authors will have the option to put forward their paper for consideration for the following awards:
The Chris Voss Best Paper Award - for the best conference paper
The Harry Boer Best Student Paper Award - for the best paper presented at the conference authored by a PhD student
The Nigel Slack Teaching Innovation Award - in recognition of impact and innovation in the teaching of Operations Management.
Authors should indicate the topic(s) which relate(s) most closely to the focus of the abstract. A list of topics is available below. Please specify the topic(s) on the abstract.
To propose a Special Session, please contact Anthony Alexander (Anthony.Alexander@sussex.ac.uk) before Friday 29 April 2022.
The focus of the conference in 2022 will be on the following topics. We will be accepting submissions on papers from all topics below.
Artificial Intelligence and Big Data Analytics in Operations and Supply Chain Management
Blockchain in Operations and Supply Chain Management
E-business and Operations
Global Operations and Strategic Sourcing
Healthcare Operations Management
Humanitarian Operations Management
Information Systems in Operations
Innovation, Product and Service Development
Lean and Agile Operations
Managing Inter-firm Relationships in Supply Chains
Managing the Operations Interface within Organisations
Management Technology & Innovation Management
Mass Customization in Operations and Supply Chain
Negotiations and conflicts in decentralized supply networks
Operations and Supply Chain Management and the Covid 19 pandemic
Operations and Supply Chain Management in Emerging Economies
Operations in the Public Sector
Operations Strategy Planning, Scheduling and Control
Performance Measurement and Management
Purchasing and Procurement
Responsible and Ethical Operations and Supply Chain Management
Revenue Management in Operations
Sales & Operation Planning
Service Operations Management and Servitization
Supply chain finance and risk management
Supply Chain Risk Management
Supply Network Design and manufacturing location decisions
Teaching and Learning in Operations Management (incl. Cases, Games and Simulations)
Technology Management in Operations
The Circular Economy and Sustainable Operations and Supply Chain Management
Total Quality Management, Kaizen and Six Sigma
We will also be accepting submissions on the following special tracks:
37. Climate Crisis and Operations Management
Track proposers: Hugo K.S. Lam (University of Liverpool, United Kingdom), Christina W.Y. Wong (Hong Kong Polytechnic University, Hong Kong)
This special track welcomes submissions that focus on operations and supply chain management in the context of climate crisis, contributing to research on the grand challenge of climate change in terms of both mitigation (i.e. carbon reduction) and adaptation (i.e. extreme weather events and changes). Potential research topics include, but are not limited to, those listed in the call for papers of two forthcoming special issues edited by the track chairs (see links): Operations Management under the Goal of Carbon Neutrality, in the Journal of Operations Management and Extreme Weather and Operations Management in the International Journal of Production Economics.
38. Organisational Resilience, Risk and Business Continuity
Track proposers: Ran Bhamra (Loughborough, UK), Chris Hicks (Newcastle, UK), Adrian Small (Northumberland, UK).
Organisational Resilience spans a broad spectrum of interest and is sometimes difficult to interpret due to its complex nature. However, its importance is universally acknowledged. This track will focus on Organisational Resilience (distinct from supply chain resilience) issues and how they impinge upon and encompass topic areas such as, but not exclusively, the following: crisis management, business continuity, disaster recovery, resilience enhancement practices, risk management, cases studies, human factors, implications of cyber, AI and Internet of Things risk to the organisation, resilient process development, individual resilience, practitioner insights.
39. Environmental Dynamism & Supply Chain Complexity: Managing the Paradoxes
Track proposers: Sinéad Roden (Trinity College Dublin, Ireland), Son Byung-Gak and Canan Kocabasoglu Hillmer (Bayes Business School, City University, UK), Evelyne Vanpoucke (Université Libre de Bruxelles, Belgium)
Companies are facing increasingly dynamic business environments and have been affected by several economic, technological, geopolitical, social, and environmental issues, which have placed conflicting demands on supply chains, and the decision-makers therein. While there has been significant interest in how individual business dynamics, such as digitalization or the comparative advantages of different nations impact supply chain management, novel research is needed to understand the inter-connectedness of these challenges. Alongside an IJOPM SI, papers are invited that help understand the impact of multiple environmental dynamics simultaneously, creating competing challenges on the upstream supply chain, or more specifically, its supply chain complexity.
40. Operations resilience practices of SMEs and lower tier suppliers in global supply chain networks
Track proposers: Aseem Kinra (Universität Bremen, Germany) and Dmitry Ivanov (Berlin School of Economics and Law)
Recent global supply chain disruptions due to triggers such as the Covid-19 pandemic, the Suez Canal blockage and a change in global trade policies have reemphasized the economic importance of SMEs (Small and Medium Size enterprises) (Polyviou et al., 2020) and deep suppliers (Choi et al., 2021 ) in global supply chains. This dedicated track seeks to unearth the specific operational challenges, opportunities and practices of these types of firms in response to global supply chain disruptions.
41.The role of non-traditional stakeholders in driving sustainability in global supply chains.
Track proposers: Eugenia Rosca (University of Groningen, Netherlands) and Wendy Tate (University of Tennessee)
This special track aims to advance research on the role of non-traditional actors in enabling sustainability in global supply chains. These include NGOs, multi-stakeholder initiatives, social intermediaries and development agencies as well as social businesses. They can enable the adoption and transfer of sustainability practices upstream and downstream in the supply chain through mechanisms such as knowledge creation and sharing, partnership development, provision of impact investment opportunities, certification and verification of practices, ensuring transparency and visibility along the supply chain. The track aims to discuss different types of such actors, mechanisms through which they operate and outcomes in different contexts.
42. Supply Chain Management and Cyber Security
Track proposer: Michael Herburger (University of Applied Sciences Upper Austria)
Cyber-attacks and regulatory cyber security requirements, including supply chain aspects, have increased tremendously in the last few years. Not surprisingly, the number of supply chain cyber-attacks is growing, where attackers utilize weaknesses in supply chains to launch cyber-attacks. Although this approach is not new, the most prominent examples of supply chain cyber-attacks in recent history, the Solarwinds and Kaseya incident (both 2021), show that such supply chain cyber risks are difficult to manage. Therefore, this track is looking for papers that specifically address supply chain cyber risks and related topics, such as supply chain cyber risks management, supply chain cyber security, and supply chain cyber resilience. Also, papers that address the unique nature of cyber risks in the supply chain context are welcome.
43. Operational Excellence of Utilities
Track proposers: Henk Akkermans, Wendy van der Valk, Finn Wynstra, and Luk van Wassenhove (Tilburg University, Rotterdam School of Management, and INSEAD)
Utilities are critical to the security, economic prosperity, and social well-being of a nation (Rinaldi et al., 2001). The operations challenges for utilities do not only relate to asset maintenance. While many countries are currently developing plans to revitalize national public infrastructures, the challenges to do so in a timely and cost-effective fashion are substantial. Overall, operations and asset management for utilities has not gathered substantial research interest in terms of empirical studies from an OSCM perspective. Papers are invited in line with the Call for Papers for this forthcoming Special Issue in the Journal of Operations Management available here.
44. Modularity in multi-provider service contexts
Track proposers: Vincent Peters (Tilburg University), Bert Meijboom (Tilburg University), Juliana Hsuan (Copenhagen Business School), Mervi Vähätalo (Satakunta University of Applied Sciences).
Modularity as enabler of configuration of complex products has been studied in the context of manufacturing. In multi-provider service contexts, however, this potential of modularity is largely overlooked. Education, healthcare, legal and tourism are examples of multi-provider service contexts where modularity can lead to benefits for both providers and customers. This is especially important given the increasing pressure on customer-centeredness. For this special track, we welcome both conceptual and empirical (qualitative and quantitative) submissions that explore modularity in multi-provider service contexts.
45. Digital Transformation in Operations Management
Track proposers: Denis Dennehy (Swansea University, Wales), Thanos Papadopoulos (Kent, UK), Konstantina Spanaki (Audencia Business School, France), and Samuel Fosso-Wamba (TBS, France).
Digital Transformation (DT) is introduced recently as one of the key interests for firms of different industrial sectors. In Operations Management digital technologies and strategies are applied for the development of a firm’s operational potential and transform established operational models, activities, processes, and capabilities while enhancing the profits and sustainability returns of the firm. Firms devise DT strategies to transform how they create and appropriate value through innovative use of technology and the redesign of various processes, activities and tasks. Nowadays, after the epidemic outbreak of COVID-19, firms also were forced to digitally transform their operations in order to survive.
46. Industry 4.0 technologies as enablers of the circular economy
Track proposer: Luciano Batista and Breno Nunes (Aston, UK)
CE has become an important paradigm for organisations aiming to achieve a sustainable future. Its adoption includes innovations in a range of sustainability related areas such as remanufacturing, industrial symbiosis, green/ethical procurement, circular supply chain, etc. Innovations in these areas are enabled by Industry 4.0 technologies including IoT, big data analytics, AI, blockchain, and others. Given the criticality of these technologies to implement CE-based operations, it is important to explore recent trends on how Industry 4.0 technologies are being deployed to enable organisational transitions to the circular economy. The track aims to converge forward-thinking OSCM research in this topic.
47. Technology in Professional Services
Track proposers: Martin Spring (Lancaster, UK), Aline Seepma (Groningen, NL) and Caroline Ruiner (Hohenheim, Germany).
Professions such as law, accountancy, architecture and medicine are increasingly using information technologies, including those based on artificial intelligence, to deliver services. This development could, on the one hand, lead to a de-professionalization. On the other hand, this could strengthen the role of the human expertise. Furthermore, the wider social systems of which these professions are a part – for example, justice or taxation systems – are adopting technology to achieve greater integration and better performance. We invite submissions that explore how technology is or could be used in these contexts. We welcome analyses and insights at various levels: the individual professional, the process, the firm, and the wider system or service supply chain. Contributions should be positioned within relevant literature in operations management.
48. Increasing supplier diversity and inclusion in future supply chains
Proposer: Ying Yang and Jas Kalra (Newcastle, UK)
The benefits of supplier diversity and inclusion (SDI) have been increasingly recognised, including improving supply chain resilience and eco-supply chains. Partnering with non-traditional suppliers also provides access to new markets and innovation. However, there is little understanding of enablers and barriers to SDI, business models and supply chain networks that can increase it, and government policies that can further it. This special track welcomes research examining the issue from different perspectives, theoretical approaches, methodologies and contexts. Papers will have the opportunity to be invited to submit to a forthcoming special issue of the Journal of Purchasing and Supply Management.
49. Data-driven applications for Sustainable Supply Chain Management (SSCM) in periods of crisis
Track proposer: Aniekan Essien (Sussex, UK)
Recent happenings (e.g., COVID-19) have underscored the need for supply chains to build resilience. Data is a vital resource that can be utilised by managers to manage disruptions due to crises and emergencies. Whilst there is an abundance of scholarly efforts relating to data-driven applications in SSCM, there is, however, a limited application of these approaches in periods of crises. Besides, the complexity of data-driven approaches and SSCM are further aggravated in crises or emergencies, which makes this worth investigating. This special track invites research work in the field of data-driven methods for SSCM within the context of crisis management.
50. Leadership and supply chain resilience
Proposer: Birasnav Muthuraj (New York Institute of Technology, USA)
Leaders create trust in supply chains, manage flows of information, enhance capabilities and collaboration, transform employees, create organizational learning, and motivate internal and external partners, and so contribute to the improvement of supply chain performance. Waldman et al. (2001) shows leaders’ role in uncertainty, and Mokhtar et al. (2019) on driving sustainability. Almost all companies have experienced disruptions recently so this track seeks research on intra-organizational and inter-organizational practices driven by senior leaders or managers, behavioural and relational changes they initiated to make their supply chains resilient.