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Social network analysis (SNA) seeks to manage the connections between entities through investigating and understanding behaviours and relationships. This study demonstrates the increasing relevance of social network approaches to solving contemporary and looming operations management (OM) and supply chain management (SCM) problems; including the coordination operations challenges raised by increased connectivity.

The systematic literature review approach adopted here examines 63 papers in OM and SCM published between 2000 and 2019. To-date OM reviews on SNA have focussed on discussing archetypal supply chains, what differentiates this study is the focus on how value was created in other forms of chains and operations.

This study reveals that current SNA adoption in OM is dominated by a manufacturing style focus on linear, sequential value creation, with a resulting focus only on sequential interdependence. SNA studies on reciprocally co-ordinated value creation (e.g. many service and network operations) are shown to have been neglected and are linked to a new agenda on contemporary management issues.

Beyond encouraging the use of SNA, this study seeks to re-orient SNA approaches towards how contemporary services and networks create value.

Through adopting a unique combination of approaches and frameworks, this study challenges extant work to offer a substantially revised agenda for SNA use in Operations and Supply Chain Management.

The aim of this review and of the papers in this special issue is to critically examine different approaches to teaching operations management (OM) in order to provoke and stimulate educators within the discipline.

The papers within this special issue include empirical assessments of a problem‐based learning enterprise resource planning (ERP) simulation; a computer‐based learning tool for material requirements planning (MRP); a simulation of assembly operations; an operations strategy innovation game; an extension of the production dice game; an experiential teaching method in different class settings; and problem‐based assessment methods in OM. A variety of data are used to support these empirical studies, including survey, interview, and observational data.

The papers within the special issue support the argument that OM is well‐suited to more applied methods of teaching focusing on the application of subject knowledge to real‐life situations through a variety of techniques.

It is hoped that this review and the papers within this special issue act to stimulate educators to re‐evaluate their approaches to teaching OM and encourage them to consider adopting experiential teaching methods, business simulations, role‐plays, group exercises, live cases, and virtual learning environments, instead of, or in addition to, the more conventional lectures that typically dominate many OM modules around the world.

A special issue on teaching OM appears timely given the significant changes to both the university landscape and to the nature of the discipline that we have witnessed over the last quarter of a century.

The purpose of this paper is to find a sustainable facility location solution for a closed-loop distribution network in the uncertain environment created by of high levels of product returns from online retailing coupled with growing pressure to reduce carbon emissions.

A case study approach attempts to optimize the distribution centre (DC) location decision for single and double hub scenarios. A hybrid approach combining centre of gravity and mixed integer programming is established for the un-capacitated multiple allocation facility location problem. Empirical data from a major national UK retail distributor network is used to validate the model.

The paper develops a contemporary model that can take into account multiple factors (e.g. operational and transportation costs and supply chain (SC) risks) while improving performance on environmental sustainability.

Based on varying product return rates, SC managers can decide whether to choose a single or a double hub solution to meet their needs. The study recommends a two hub facility location approach to mitigate emergent SC risks and disruptions.

A two-stage hybrid approach outlines a unique technique to generate candidate locations under twenty-first century conditions for new DCs.

The final decade of the twentieth century saw a major shift to self‐governance for schools in many countries, including the UK and Australia. This trend is underpinned by the assumption that greater autonomy will lead to improved educational outcomes. The impact of self‐management on principals and schools is now well documented but much less attention has been given to the implications for governance, a significant omission as the process of decentralisation transfers responsibilities to governing bodies rather than school principals. Reviews the main issues of governance and illustrates them from the research in England and Wales and in Australia. It joins the debate about the appropriate balance between governance and management for governing bodies and examines the lay/professional interface in school governance. It assesses governors’ role as representatives of school interest groups and concludes by setting out a research agenda for governance in self‐managing schools.

Cooperative purchasing is beginning to receive renewed attention by scholars and practitioners alike in both the private and public sectors. Generally, cooperative purchasing arrangements have been reported to reduce costs, expedite transactions, and increase product knowledge. In the public sector, cooperative purchasing has been reported to reduce political risk, minimize “red-tape,” and, in some cases, avoid all reported social equity goals that are reported to increase costs. In this article, we contend that the lack of conceptual clarity has marred the literature on cooperative public sector purchasing, and as a result public sector purchasers have no theoretical guidelines to help them decide upon this purchasing mechanism. Therefore, the purpose of this article is to use agency theory to analyze, define, and establish a conceptual framework of cooperative public purchasing to help guide academics and practicing public sector purchasing professionals.

From 1953 to 1961, the South Korean economy grew slowly; the average per capita GNP growth was a mere percent, amounting to less than $100 in 1961. Few people, therefore, look for the sources of later dynamism in this period. As Kyung Cho Chung (1956:225) wrote in the mid‐1950s: “[South Korea] faces grave economic difficulties. The limitations imposed by the Japanese have been succeeded by the division of the country, the general destruction incurred by the Korean War, and the attendant dislocation of the population, which has further disorganized the economy” (see also McCune 1956:191–192). T.R. Fehrenbach (1963:37), in his widely read book on the Korean War, prognosticated: “By themselves, the two halves [of Korea] might possibly build a viable economy by the year 2000, certainly not sooner.”

OPTIMISM as to the outlook is shown by the report from Sheffield of a book‐moving day, or perhaps returning‐day would be a better phrase, which involved the return from safe storage to the Central Library of 10,000 books, 5,000 manuscripts and plans, and 10 tons of newspaper files. This probably is the first record of a homeward pilgrimage for hundreds of thousands of volumes of books as well as artistic and other treasures from bomb‐proof concealment. It is, however, yet too early for the districts in southern England to undertake the risk involved in such return. The newspapers are wisely silent about the areas in which there is still risk, but they are quite inarticulate as to the nature of the risk and it is clear that it covers a large area. The recent mobilization of air defences at Edinburgh suggests too that the particular type of attack to which Great Britain is still subject may not be confined to the south of England—from the nature of the weapon there appears to be no reason why it should be. Nevertheless, the risk that we think Sheffield takes is a legitimate one. People have returned in large numbers to their own homes; they need libraries and within reasonable limits they should have them. Our best work cannot be done when the valuable part of our stock is in inaccessible places. This return of books will create in many towns a serious storage problem: we can point to libraries which distributed their stock and which through accessions, gifts from evacuated people and other sources of accession, have filled most of the space occupied by their ordinary stock. Most of us need new buildings and our priority for them must be low. The ingenuity of librarians will be severely taxed in this as in many other matters.