Steven Melnyk

14 catalog papers. Identity-linked publications and additional name matches are distinguished below.

ORCID: 0000-0003-2210-4540

Eli Broad School of Business, Michigan State University, East Lansing, Michigan, 48824-1122 USA

Publications

• Lean Control for Make-to-Order Companies: Integrating Customer Enquiry Management and Order Release — Production and Operations Management 2014
• The impact of emerging institutional norms on adoption timing decisions: evidence from C-TPAT—A government antiterrorism initiative — Strategic Management Journal 2012
• Erratum: A Model of Site-Specific Antecedents of ISO 14001 Certification — Production and Operations Management 2005
• Metrics and performance measurement in operations management: dealing with the metrics maze — Journal of Operations Management 2004
• Assessing the impact of alternative manufacturing layouts in a service setting — Journal of Operations Management 2004
• A MODEL OF SITE-SPECIFIC ANTECEDENTS OF ISO 14001 CERTIFICATION — Production and Operations Management 2003
• Assessing the impact of environmental management systems on corporate and environmental performance — Journal of Operations Management 2003
• The scientific theory-building process: a primer using the case of TQM — Journal of Operations Management 1998
• May you live in interesting times…the emergence of theory-driven empirical research — Journal of Operations Management 1998
• ‘Green’ value chain practices in the furniture industry — Journal of Operations Management 1997
• Applying survival analysis to operations management: Analyzing the differences in donor classes in the blood donation process — Journal of Operations Management 1995
• AN EXPERIMENTAL MODEL FOR INVESTIGATING THE SENSITIVITY OF JOB SHOP PERFORMANCE TO JOB RELEASE TIME DISTRIBUTION PARAMETERS — Production and Operations Management 1994
• Load smoothing by the planning and order review/release systems: A simulation experiment — Journal of Operations Management 1991
• Tooling constraints and shop floor scheduling: A simulation study — Journal of Operations Management 1989