OOIR: Observatory of International Research

Papers

(The H4-Index of Production Planning & Control is 33. The table below lists those papers that are above that threshold based on CrossRef citation counts [max. 250 papers]. The publications cover those that have been published in the past four years, i.e., from 2021-08-01 to 2025-08-01.)

Article	Citations
The evaluation of innovation efficiency of China’s high-tech manufacturing industry based on the analysis of the three-stage network DEA-Malmquist model	115
Proactive product warranty service planning and control: unravelling the boons of customer-generated content and multi-frequency analyses	96
Management innovation in SMEs – taking psychological ownership of Hoshin Kanri	88
Relationships between competences and lean automation practices: an exploratory study	87
Approaches to performance appraisal in TQM-driven organizations: does control vs. learning approach matter?	82
Guanxi and information sharing in supply chain quality management: a multi-method investigation	75
Mitigating the effects of global disruptions on supply chains: gaining insights from the dairy industry during Covid-19	71
Curating a domain ontology for rework in construction: challenges and learnings from practice	68
From Quality-I to Quality-II: cultivating an error culture to support lean thinking and rework mitigation in infrastructure projects	65
Fast-and-frugal heuristics: an exploration into building an adaptive toolbox to assess the uncertainty of rework	63
Why Scrum works in new product development: the role of social capital in managing complexity	57
A methodology to boost data-driven decision-making process for a modern maintenance practice	57
Leaning on leadership? Understanding how a lean implementation impacts hospital workers’ performance	56
Pandemics related-demands upon managers and job crafting in the production sector in Poland	56
Using ISO 14001 certification to signal sustainability equivalence: an examination of the critical success factors	55
The driving and dependence power between Lean leadership competencies: an integrated ISM/fuzzy MICMAC approach	53
Supply chain 4.0: a multi-sector grey systems-based analysis of buyer-supplier relationship development in Brazil	52
Exploring the dynamic interplay among agility practices, societal culture, and performance paradox: empirical evidence from manufacturing firms	52
A meta-analysis of the relationship between quality management and innovation in small and medium-sized enterprises	52
The role of collaboration in reducing quality variability in Brazilian breweries	50
Unpacking the cultural impacts on long-term manufacturer-supplier relationships in the Arab Middle East region: the moderating role of trust	50
Engaging with ‘Engineer for Supply Chain’ (EfSC): insights from two engineer-to-order manufacturers	49
Operational decisions of live-streaming platform supply chain based on control power: considering the dual preferences of consumers	48
Contract, network or hierarchy? Selecting governance mechanisms in megaprojects from the perspective of contractor alliances	47
Application of Industry 4.0 tools to empower circular economy and achieving sustainability in supply chain operations	44

Integrating product design and supply chain management for a circular economy	39
Eliminating production losses in changeover operations: a case study on a major European food manufacturer	39
Analysis of critical success factors for implementing Industry 4.0 integrated circular supply chain – moving towards sustainable operations	37
Supply chain resilience and improving sustainability through additive manufacturing implementation: a systematic literature review and framework	36
A conceptualization and empirical investigation of strategic sourcing approaches for engineer-to-order manufacturers	35
‘Logistics 4.0’ technologies in the 3PL industry: a maturity model	34
Leagile supply chains and sustainable business performance: application of total interpretive structural modelling	34
Captain and conscript or companions in operational reconfiguration? The case of an infrastructure owner with projects and asset management units	34