Aravind Chandrasekaran
Aravind Chandrasekaran
Professor and Associate Dean at The Ohio State University
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Zitiert von
Zitiert von
In pursuit of implementation patterns: the context of Lean and Six Sigma
R Shah, A Chandrasekaran, K Linderman
International Journal of Production Research 46 (23), 6679-6699, 2008
Conducting and publishing design science research: Inaugural essay of the design science department of the Journal of Operations Management
J Van Aken, A Chandrasekaran, J Halman
Journal of Operations Management 47, 1-8, 2016
Antecedents to ambidexterity competency in high technology organizations
A Chandrasekaran, K Linderman, R Schroeder
Journal of operations management 30 (1-2), 134-151, 2012
The impact of health information technology bundles on hospital performance: An econometric study
L Sharma, A Chandrasekaran, KK Boyer, CM McDermott
Journal of Operations Management 41, 25-41, 2016
The impact of combining conformance and experiential quality on hospitals’ readmissions and cost performance
C Senot, A Chandrasekaran, PT Ward, AL Tucker, SD Moffatt-Bruce
Management Science 62 (3), 829-848, 2016
Process management impact on clinical and experiential quality: Managing tensions between safe and patient-centered healthcare
A Chandrasekaran, C Senot, KK Boyer
Manufacturing & Service Operations Management 14 (4), 548-566, 2012
Task design, team context, and psychological safety: An empirical analysis of R&D projects in high technology organizations
A Chandrasekaran, A Mishra
Production and Operations Management 21 (6), 977-996, 2012
Collaboration in multi-partner R&D projects: The impact of partnering scale and scope
A Mishra, A Chandrasekaran, A MacCormack
Journal of Operations Management 33, 1-14, 2015
Product configuration, ambidexterity and firm performance in the context of industrial equipment manufacturing
F Salvador, A Chandrasekaran, T Sohail
Journal of Operations Management 32 (4), 138-153, 2014
The role of project and organizational context in managing high‐tech R&D projects
A Chandrasekaran, K Linderman, R Schroeder
Production and Operations Management 24 (4), 560-586, 2015
Managing R&D project shifts in high‐tech organizations: A multi‐method study
A Chandrasekaran, K Linderman, FJ Sting, MJ Benner
Production and Operations Management 25 (3), 390-416, 2016
Collaboration between service professionals during the delivery of health care: Evidence from a multiple-case study in US hospitals
C Senot, A Chandrasekaran, PT Ward
Journal of Operations Management 42, 62-79, 2016
The scholarly exchange of knowledge in operations management
K Linderman, A Chandrasekaran
Journal of Operations Management 28 (4), 357-366, 2010
Role of bottom‐up decision processes in improving the quality of health care delivery: A contingency perspective
C Senot, A Chandrasekaran, PT Ward
Production and Operations Management 25 (3), 458-476, 2016
Managing knowledge creation in high‐tech R&D projects: A multimethod study
A Chandrasekaran, K Linderman
Decision Sciences 46 (2), 267-300, 2015
Intervention‐based research (IBR)—What, where, and how to use it in operations management
A Chandrasekaran, S de Treville, T Browning
Journal of Operations Management 66 (4), 370-378, 2020
Remarkable structural transformations of actin bundles are driven by their initial polarity, motor activity, crosslinking, and filament treadmilling
A Chandrasekaran, A Upadhyaya, GA Papoian
PLoS computational biology 15 (7), e1007156, 2019
Avoiding epistemological silos and empirical elephants in OM: How to combine empirical and simulation methods?
A Chandrasekaran, K Linderman, FJ Sting
Journal of Operations Management 63, 1-5, 2018
Managing distributed product development projects: Integration strategies for time-zone and language barriers
EG Anderson Jr, A Chandrasekaran, A Davis-Blake, GG Parker
Information Systems Research 29 (1), 42-69, 2018
Multiple levels of ambidexterity in managing the innovation-improvement dilemma: Evidence from high technology organizations
A Chandrasekaran
University of Minnesota, 2009
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