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Operations Management

Overview

The Doctoral Program in Operations Management (OM) at the Ivey Business School is designed to prepare students for an engaging and enriching career in conducting meaningful scholarly-based research and teaching in leading schools of business administration.

The faculty members comprising this group include Rob Klassen, Fraser Johnson, Deishin Lee, Larry Menor, Stephan Vachon, Gal Raz, Jury Gualandris and Dave Barret. They have published in the top journals in the Operations and Management disciplines, including Journal of Operations Management, Journal of Supply Chain Management, International Journal of Operations and Production Management, Management Science, Production and Operations Management, Manufacturing and Service Operations Management, Operations Research and Academy of Management Journal.

OM deals with the planning, control and improvement/innovation of the operational system that transforms inputs into outputs and enables value realization for and from customers. OM also deals with the emergence and capable functioning of supply chains as complex adaptive systems that span industries and countries. As such, students will be exposed to, and critically examine, both foundational and recent scholarly developments spanning a wide array of tactical and strategic issues underlying how work gets done in the firm and across firms in order to develop their own theoretical and practical insights on relevant OM topics. While improved decision making and action based upon rigorous empirical science is the primary focus and interest of the OP discipline group's faculty, students will also be introduced to relevant analytical/axiomatic modeling approaches and interdisciplinary theorization that may be informative to the scrutiny of the OM topics.

The curriculum is delivered to instil understanding and stimulate advancement of current OM theory, paradigms, principles and practice that have ramifications for the efficient and effective general management of the firm's operational resources and capabilities. Students take the full spectrum of Doctoral Program and OM special field offerings; on occasion, students may be encouraged to register and complete courses offered by other Ivey discipline groups and UWO faculties that may be salient to their specific program of study and individual scholarly development. For example, those courses related to advanced statistical and econometrical techniques, network analysis and any relevant other. Other aspects of the program are tailored to fit the student’s own research, teaching and professional interests and requirements.

Areas of Research Focus

  • Sustainable Sourcing and Sustainable Operations
  • Systematic Operational Improvement and Innovation
  • Service Design and Delivery
  • Operations Strategy
  • From Linear to Circular Supply Networks
  • Supply Chains’ Uneven Sustainability Impacts Across Space and Time

Program Requirements

Students have program requirements, put into place by the PhD office, and discipline requirements, which are governed by the student’s respective area group. On a case by case basis, some students may be able to waive out of particular required courses or substitute others. Such a course of action must be approved by the PhD director

All PhD students must complete the following requirements.

Discipline Requirements

All to be completed before the comprehensive exam:

  • Bus 9805 Operations I
  • Bus 9815 Operations II

*If further development is identified in any area, students may be required to take additional courses as requested by the student’s supervisor or the PhD coordinator. PhD students do not formally name their supervisor until they have passed their comprehensive exams. A doctoral student becomes a doctoral candidate only upon passing comps.

Milestones

Discipline Coordinator

Jury Gualandris

Jury draws upon diverse theoretical lenses and multiple quantitative and qualitative empirical methods to examine the development and capable functioning of supply chains that strive to operate within natural and social thresholds. This research has shown that manufacturing firms embedded in supply chains with high knowledge heterogeneity and high operational integration are more successful at developing and adopting greener and safer production and sourcing practices, as well as at deploying evaluation and verification processes that deliver material information to external stakeholders. A related line of research has investigated how networks of non-governmental organizations coordinate and deliver lobbying, advocacy and development activities that help manufacturing firms to take their supply chain performance to the next level. His early studies explored the development of balanced resilience in firms’ supply bases.

Currently, Jury’s research explores the institutional, operational and economic challenges associated to the development and the capable functioning of circular supply chains. Circular SCs consist of multiple companies that go beyond recycling and reusing to collectively prioritize the reduction of products and materials in order to minimize the proportion of waste that goes to landfills. Circular SCs represent nascent, complex niches of companies that leverage economies of scope and have the potential to disrupt existing value chains and produce system-level changes in current societies and economies.

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