Om with marketing

Under todays competitive business environment characterised by intense competition, increasing globalisation and established customer reference, a
firms success in marketplace is not only dependent on a firms operation, but also reliant on the coordinated action of the whole supply chain.
Competition has shifted to battles between entire supply chains rather than battles between individual firms, and inter-firm co-ordination has become a
necessity. Typically, a famous brand could be brought down suddenly due to an accident from its upper supply partner.

While marketing has been developing and refining its approach and contribution to supply chain management, so too has operations management.
The importance of better managing the interface between marketing and operations has been well understood by both academics and practitioners for
a long time. Conflicts arise naturally between these functions since marketing wants to increase product diversity while manufacturing wants to reduce
it through longer and more stable production runs of a narrower product line (Shapiro, 1977).

The coordination between marketing and operations has emerged as an important area of research in recent years. To facilitate and advocate the
market-operation related research with a supply chain perspective, this special issue focuses on the interface between marketing and operation
management. We invite academic researchers and practitioners to contribute original research articles in the issues pertinent to managing different
aspects of this interface. We are interested in the articles that stem from actual real-world operations/production/marketing issues and decisions faced
by managers. Conceptual, modelling, empirical, meta-analysis review papers related to the interface would be appropriate for this special issue.
Om with hrm
perations management (OM) and human resources management (HRM) have historically been very separate fields. In practice,
operations managers and human resource managers interact primarily on administrative issues regarding payroll and other
matters. In academia, the two subjects are studied by separate communities of scholars publishing in disjoint sets of journals,
drawing on mostly separate disciplinary foundations. Yet, operations and human resources are intimately related at a fundamental
level. Operations are the context that often explains or moderates the effects of human resource activities such as pay, training,
communications and staffing. Human responses to operations management systems often explain variations or anomalies that
would otherwise be treated as randomness or error variance in traditional operations research models. In this paper, we probe the
interface between operations and human resources by examining how human considerations affect classical OM results and how
operational considerations affect classical HRM results. We then propose a unifying framework for identifying new research
opportunities at the intersection of the two fields.

Om with