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The purpose of this study is the review of current status of action research (AR) and design science (DS) in logistics and supply chain management (SCM) and to compare AR and DS.

The paper’s approach comprises the literature review of AR and DS articles.

First, not much has changed in terms of number of published AR articles, despite frequent calls for more relevant research. One explanation is the academic system. Second, there is an increased focus on theory, which from a positive perspective is a sign of our field maturing, yet the academic system and current editorial philosophies may also contribute to this development. Third, DS is emerging as a potential replacement of AR.

The study provides suggestion for both authors and editors when it comes to the increased focus on theory. Comparing AR and DS, the two approaches are similar. However, while the increased focus on theory is reflected in DS, it also seems to be an inferior approach for ill-defined change-focused problems, requiring in-depth, collaborative, data-rich, longitudinal studies.

This paper is the first article that reviews and compares AR and DS in LSCM.

Despite the advent of New Public Management theories over three decades ago, doubts persist regarding the practical implementation of these principles in the public health-care context. Challenges arise particularly from the type of system where this phenomenon is analyzed. In the Italian context, for instance, it can be arduous to define universally applicable organizational behaviors, given the interregional disparity that characterizes such a system. Furthermore, the professional identity of clinician-managers influences the perception of what “being a manager” means. This paper, thus, using the Italian context as a reference, aims to delineate what is the perception of Italian public hospitals clinician-middle-managers in terms of their responsibilities and tasks.

A survey-questionnaire was distributed to 6,011 Chief Medical Officers (CMOs) in Italian public hospitals, representing 100% of such role holders in the country. With a response rate of 16.7%, 1,005 responses were obtained. The questionnaire assessed CMOs' attitudes toward specific activities relevant to clinician-management, ranked from most to least important. Activities were derived from literature and categorized to discern management styles. Subgroups based on geographical location and professional orientation were also identified to isolate regional effects and professional identity influences.

Results suggested that activities associated with a collaborative approach are perceived as most important. Furthermore, it clearly emerges the difference based on professional orientation of CMOs. However, it could not be appreciated the same level of difference basing the analysis on regional disparities.

The interest in the role of middle management in healthcare organizations has increased over the years. Nevertheless, currently the authors believe that not many studies are focused on defining what “being a manager” means for clinician-managers themselves, rather than explaining what clinician-managers shall do.